Overview
- Authors:
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Tanachart Raoprasert
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Fac. Accountancy & Management, Mahasarakham University, Mahasarakham, Thailand
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Sardar M. N. Islam
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Centre for Strategic Economic Studies, Victoria University, Melbourne, Australia
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Table of contents (9 chapters)
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 1-8
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 9-49
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 51-61
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 63-94
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 95-110
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 111-147
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 149-161
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 163-167
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- Tanachart Raoprasert, Sardar M. N. Islam
Pages 169-247
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Back Matter
Pages 249-270
About this book
1. 1 Background of the Study: Ef?ciency in Cross-Cultural International Business Management Ef?cient business management is crucial in achieving corporate (national or int- national/multinational) goals such as higher value, comprehensiveness, corporate governance, etc. Ef?cient business management can be achieved by resolving agency problems existing among different stakeholders in corporations. In inter- tional business, agency problems may exist between managers, owners, staff, and other stakeholders who come from different cultures. Therefore, there is a need in designing ef?cient management of international business by in?uencing the factors (the convergence factors) which cause differences in the interests and cultures of different stakeholders. International business refers to all commercial transactions between two or more nations. Because it comprises a large and growing portion of current world business practice, international business has received considerable attention in academic research (Daniels and Radebaugh 1998). International bu- ness differs in important ways from business conducted within national borders, and poses additional challenges to managers and investors in foreign countries (Mahoney et al. 1998). In this context, Black et al. (1999) state that effective management is increasingly recognized as a key determinant of success or failure, arguing that the success of international business in multinational companies depends most signi?cantly on the quality of management systems (Stroh and Caligiuri 1998). As international business involves people from different cultures, every business function including managing a workforce, marketing output, and dealing with regulators, has the potential to involve cross-cultural problems (Zineldin2007).
Authors and Affiliations
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Fac. Accountancy & Management, Mahasarakham University, Mahasarakham, Thailand
Tanachart Raoprasert
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Centre for Strategic Economic Studies, Victoria University, Melbourne, Australia
Sardar M. N. Islam
