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Stakeholders, Structure and the Failure of Corporate Governance Reform Initiatives in Post-Crisis Thailand

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  • Steven White

Abstract

This paper brings together institutional and political perspectives in a framework for mapping the process by which strategic change initiatives are introduced into a system but result in outcomes that may not be intended, expected or desired by the original architects of change. This general framework links stakeholders, structural elements and their interactions to emergent system-level phenomena. It also enables comparison across different systems undergoing change; for example, to understand why the outcomes of the "same" initiatives may very dramatically in different contexts. To illustrate the framework, we examine the process by which an initial flurry of corporate governance reforms in post-financial crisis Thailand have been largely stymied, in spite of a seemingly clear need for such reforms and the conviction of some domestic and foreign promoters of such reforms.

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  • Steven White, 2004. "Stakeholders, Structure and the Failure of Corporate Governance Reform Initiatives in Post-Crisis Thailand," Asia Pacific Journal of Management, Springer, vol. 21(1_2), pages 103-122, March.
    • Handle: RePEc:kap:asiapa:v:21:y:2004:i:1_2:p:103-122
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    Cited by:

    1. Ralston, David A. & Hallinger, Philip & Egri, Carolyn P. & Naothinsuhk, Subhatra, 2005. "The effects of culture and life stage on workplace strategies of upward influence: A comparison of Thailand and the United States," Journal of World Business, Elsevier, vol. 40(3), pages 321-337, August.

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