Perception As A Management Tool For Improving The Productivity And Economic Growth For Thailand’s Domestic And Multinational Companies

One of the inherent objectives of any country is to develop and construct an economy which is both vibrant and sustainable. In doing so, that country is able to not only provide for the needs of its own people, but to provide positively to the global economy as well, which will in the long run inversely further strengthen its own economy. This scenario provides a win situation both domestically and internationally.My home country, the Kingdom of Thailand, is one of these nations. As a government officer, I am continually challenged by a daunting question: “How can I contribute to finding plausible economic solutions to the challenges which confront my country?” After much deliberation, my mind was drawn to the success of many multinational companies, which have contributed greatly not only to the Thai economy, but to the global economy as a whole. Conversely, my attention was also drawn to the many domestic companies in Thailand which have failed or are failing to meet their economic potentials. After a great deal of contemplation, I was left with a singular mental question and resulting hypothesis: “By adopting the strategies of successful multinational companies, Thailand’s domestic companies could strengthen not only their own economies, but the overall domestic and global economies as well.” Moreover, I also realized that this topic needed to be narrowed down to one specific aspect and that is one of “Perceptions.” In short, “What is the importance of perceptions as they relate to human behavior of business strategies i.e. multinational business and domestic strategies in Thailand?” It is on this specific topic that my dissertation focuses.Consequently, I made the decision to research this hypothesis in depth utilizing an accepted empirical approach. My specific objectives were to identify the strategic attributes of Thailand’s multinational companies, to identify the perceptions of these strategies since “Perception Is Everything” with regard to changing human behavior. It was my wish that the results of my research would provide both short and long term benefit both domestically and internationally. My conceptual framework consisted of the following dependent variables: perceptions of business strategies in both multinational and domestic companies. Independent variables consisted of: organizational influences, work environment influences, and personal influences. My null hypothesis states simply that domestic companies would improve their performance if positive perceptions exist regarding business strategies in both domestic and multinational firms. The alternative hypothesis states exactly the opposite.Additionally, it must be noted that there is a general consensus among organizational scholars that organizational perceptions as they relate to human behavior have an important influence on human behavior and recent western research has revealed several critical aspects of organizational perceptions and some antecedents and outcomes. However, research in non western companies has been rare giving rise to this study, e.g, Drory and Romm(1990), Ferris et.al(1989, 1996), Kacmar, Bozeman, Carlson and Anthony(1999) and Kacmar and Ferris(1991) Accordingly, this study looked at Business Strategy Perception(BSP) in the business sector of Thailand examining both domestic and multinational firms.Results indicated that there were no significant results between domestic firms and MNC’s in Thailand in the reported level of BSP. Ferris 1996 model was partially supported. Most antecedents had the same relationship to BSP as reported by previous research. Hierarchal position, developmental opportunity, leader-member relationship and tenure were significantly and negatively related to BSP. Age bore no relationship to BSP.However, an examination of between antecedents and BSP in MNSs and domestic firms revealed some differences. In Thailand’s MNCs only developmental opportunities and LMX were significantly related to BSPs. In domestic companies in Thailand four antecedents were related i.e. developmental opportunity, LMX, hierarchal position and tenure. Based on this, recommendations were proposed.My research employed descriptive statistics, T-test analysis, one way analysis variance and multi regression analysis. My research also employed the use of surveys. These were sent to 1,100 members of both the Personnel Management Association of Thailand and the Thai European Business Association with a response rate of 41%, well above the accepted 30% response rate as determined by Cooper and Schindler(1998)...