Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand

Multinational corporations have become increasingly ascendant in the world economy. In order to survive and to achieve profitability, multinational corporations need to create and to sustain competitive advantage. The source of competitive advantage are from both internal and external factors. For t...

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Main Author:	Chanin, Oraphan
Format:	Thesis
Language:	eng eng
Published:	2010
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/2378/1/Oraphan_Chanin.pdf https://etd.uum.edu.my/2378/2/1.Oraphan_Chanin.pdf
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id	my-uum-etd.2378
record_format	uketd_dc
spelling	my-uum-etd.23782013-07-24T12:15:43Z Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand 2010 Chanin, Oraphan Abdul Rahman, Hamzah College of Business (COB) College of Business HF5549-5549.5 Personnel Management. Employment Multinational corporations have become increasingly ascendant in the world economy. In order to survive and to achieve profitability, multinational corporations need to create and to sustain competitive advantage. The source of competitive advantage are from both internal and external factors. For the firms competing in the same industry, internal factors such as strategy, management practices, corporate structure, etc. play a major role in the firms' success. This study investigates the relationship between multinational corporation strategies and human resource management practices, which are critical in gaining competitive advantage. This study attempts to combine these three concepts and empirically investigated the proposed framework in the Thai rubber industry by selecting only the multinational corporations. The rubber multinational companies that had participated in this study had consisted of based on Department of Business Development (DBD) in Thailand. Expert interview was used as an instrument for pilot test and to check the questionnaire. The mail survey was employed to collect data. A total of 94 multinational companies had participated in the questionnaire surveys. The findings of this study revealed that national responsiveness strategy had negative relationship with competitive advantage and global integration with local responsiveness strategy had positive relationship with competitive advantage. Moreover, employee security, reward system at performance level and employee participation had positive relationship with innovation and selection by job competency, reward system at performance level and employee participation had positive relationship with productivity. In addition, the research had also compared the difference between multinational corporation strategies and human resource management practices. It was found that different multinational corporation strategies lead to different selection by job competence, employee security, clarity of work, reward system at performance level, employee participation and employee contribution. The academic, managerial, and policy implications, limitation of the research of the research and suggestion for further research sere also explained. 2010 Thesis https://etd.uum.edu.my/2378/ https://etd.uum.edu.my/2378/1/Oraphan_Chanin.pdf application/pdf eng validuser https://etd.uum.edu.my/2378/2/1.Oraphan_Chanin.pdf application/pdf eng public http://lintas.uum.edu.my:8080/elmu/index.jsp?module=webopac-l&action=fullDisplayRetriever.jsp&szMaterialNo=0000763457 Ph.D. doctoral Universiti Utara Malaysia
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Abdul Rahman, Hamzah
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Chanin, Oraphan Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
description	Multinational corporations have become increasingly ascendant in the world economy. In order to survive and to achieve profitability, multinational corporations need to create and to sustain competitive advantage. The source of competitive advantage are from both internal and external factors. For the firms competing in the same industry, internal factors such as strategy, management practices, corporate structure, etc. play a major role in the firms' success. This study investigates the relationship between multinational corporation strategies and human resource management practices, which are critical in gaining competitive advantage. This study attempts to combine these three concepts and empirically investigated the proposed framework in the Thai rubber industry by selecting only the multinational corporations. The rubber multinational companies that had participated in this study had consisted of based on Department of Business Development (DBD) in Thailand. Expert interview was used as an instrument for pilot test and to check the questionnaire. The mail survey was employed to collect data. A total of 94 multinational companies had participated in the questionnaire surveys. The findings of this study revealed that national responsiveness strategy had negative relationship with competitive advantage and global integration with local responsiveness strategy had positive relationship with competitive advantage. Moreover, employee security, reward system at performance level and employee participation had positive relationship with innovation and selection by job competency, reward system at performance level and employee participation had positive relationship with productivity. In addition, the research had also compared the difference between multinational corporation strategies and human resource management practices. It was found that different multinational corporation strategies lead to different selection by job competence, employee security, clarity of work, reward system at performance level, employee participation and employee contribution. The academic, managerial, and policy implications, limitation of the research of the research and suggestion for further research sere also explained.
format	Thesis
qualification_name	Ph.D.
qualification_level	Doctorate
author	Chanin, Oraphan
author_facet	Chanin, Oraphan
author_sort	Chanin, Oraphan
title	Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
title_short	Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
title_full	Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
title_fullStr	Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
title_full_unstemmed	Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand
title_sort	multinational corporation strategies, human resource management practices and competitive advantage: the rubber industry in thailand
granting_institution	Universiti Utara Malaysia
granting_department	College of Business (COB)
publishDate	2010
url	https://etd.uum.edu.my/2378/1/Oraphan_Chanin.pdf https://etd.uum.edu.my/2378/2/1.Oraphan_Chanin.pdf
_version_	1747827330760310784

Multinational Corporation Strategies, Human Resource Management Practices and Competitive Advantage: The Rubber Industry in Thailand

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