Designing an Efficient Management System

1. Front Matter

   Pages i-xix

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2. Introduction

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 1-8

3. Literature Review

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 9-49

4. Theoretical Framework

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 51-61

5. Methodology, Research Process, and Computer Programs

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 63-94

6. Preliminary Data Analysis and Results: Descriptive Statistics and Reliability Tests

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 95-110

7. Structural Equation Modeling: Results and Analysis

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 111-147

8. Discussion and Implications

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 149-161

9. Summary, Findings, and Conclusion

   • Tanachart Raoprasert, Sardar M. N. Islam

   Pages 163-167

10. Appendices

    • Tanachart Raoprasert, Sardar M. N. Islam

    Pages 169-247

11. Back Matter

    Pages 249-270

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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).

• Business
• Corporate Governance
• Cross-cultural Management System
• Governance
• Human Resource Management
• Management
• Motivation
• Motivational Factors
• Organisational Behaviour
• Structural Equation Modelling

• Fac. Accountancy & Management, Mahasarakham University, Mahasarakham, Thailand

  Tanachart Raoprasert

• Centre for Strategic Economic Studies, Victoria University, Melbourne, Australia

  Sardar M. N. Islam

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