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Family business groups in Thailand: coping with management critical points

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  • Natenapha Yabushita
  • Akira Suehiro

Abstract

Using insights drawn from business history and business group literature, we develop a model to analyze how family business groups in late industrializing countries cope with management resource limitations that plague them in their pursuit of growth and diversification. A field study was conducted analyzing 215 family business groups in Thailand. Results suggest that family business groups will survive, and even prosper, if they are able to adapt their strategies and modernize their management styles to overcome three management resource limitations (or “management critical points”)—fund raising, production technology, and human resources. There is a detailed discussion of the different strategies that help to extend these upper limits or management critical points. We then divide family business groups into four types, which are based on their diversification and management strategies. We argue that their performances vary and that the modernized single business type and the modernized conglomerate type will be the future forms of family business groups, which will ensure that they remain competitive in the new global economy. Using our model, we conclude that family business groups in Thailand are still disinclined to make the transition to managerial enterprises, according to the conventional Anglo-Saxon model. Copyright Springer Science+Business Media New York 2014

Suggested Citation

  • Natenapha Yabushita & Akira Suehiro, 2014. "Family business groups in Thailand: coping with management critical points," Asia Pacific Journal of Management, Springer, vol. 31(4), pages 997-1018, December.
    • Handle: RePEc:kap:asiapa:v:31:y:2014:i:4:p:997-1018
    DOI: 10.1007/s10490-014-9388-6
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    Cited by:

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    2. Tariq H. Malik, 2019. "Founder’s Apprehension in Small Family Business Succession in Thailand: Interpretative View of the Situational Distance," SAGE Open, , vol. 9(4), pages 21582440198, October.
    3. Michael Carney, 2015. "Capacity building at the Asia Pacific Journal of Management," Asia Pacific Journal of Management, Springer, vol. 32(4), pages 827-833, December.
    4. Hafner, Cornelius & Pidun, Ulrich, 2022. "Getting family firm diversification right: A configurational perspective on product and international diversification strategies," Journal of Family Business Strategy, Elsevier, vol. 13(1).
    5. Rungluck Naksung & Opas Piansoongnern, 2018. "Nurturing and Transferring Entrepreneurship in Thai Business Families," Journal of Entrepreneurship and Business Innovation, Macrothink Institute, Journal of Entrepreneurship and Business Innovation, vol. 5(1), pages 1-23, December.
    6. Xufei Ma & Jane Wenzhen Lu, 2017. "Business group affiliation as institutional linkages in China’s emerging economy: A focus on organizational traits and institutional conditions," Asia Pacific Journal of Management, Springer, vol. 34(3), pages 675-697, September.
    7. Zheng, Li & Ma, Pengcheng & Hong, Jacky Fok Loi, 2022. "Internal embeddedness of business group affiliates and innovation performance: Evidence from China," Technovation, Elsevier, vol. 116(C).
    8. Pérez-López, M. Carmen & Gómez-Miranda, M. Elena & Argente-Linares, Eva & López-Sánchez, Lina, 2018. "The internationalisation of Spanish family firms through business groups: Factors affecting the profitability, and the moderating effect of the family nature of the Spanish business," Revista de Contabilidad - Spanish Accounting Review, Elsevier, vol. 21(1), pages 82-90.
    9. Cornelius Hafner, 2021. "Diversification in family firms: a systematic review of product and international diversification strategies," Review of Managerial Science, Springer, vol. 15(3), pages 529-572, April.

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