Understanding Stress in Multinational Companies in Thailand

Jarinto, Krit

doi:10.5539/ibr.v4n4p153

Cited by 8 publications

(6 citation statements)

References 14 publications

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“…In a Japanese workplace, for example, where there is unfailing preference for collective responsibility, it is the obligation of higher-level managers to accept symbolic responsibility for the failures of their groups or group members (Morioka Todeschini, 2011). Further, although teamwork is the norm in workplaces from societies with traditionally high levels of collectivism (Jarinto, 2011), collective responsibility is not associated with all collectivistic cultures equally (Morioka Todeschini, 2011). Rather, different degrees of collective responsibility preference prevalent in different cultures may be associated more closely with the GLOBE study's (House et al, 2004) cultural value of institutional collectivism.…”

Section: Collective Responsibility Preferencementioning

confidence: 99%

“…This helps define Japanese working hours, which are exceptionally long compared to other industrialised countries (Nemoto, 2013). Jarinto (2011) found that Thai middle managers reporting to Japanese senior management were significantly less healthy due to the long hours of work than those reporting to US senior managers.…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…Further, although teamwork is the norm in workplaces from societies with traditionally high levels of collectivism (Jarinto, 2011), collective responsibility is not associated with all collectivistic cultures equally (Morioka Todeschini, 2011). Rather, different degrees of collective responsibility preference prevalent in different cultures may be associated more closely with the GLOBE study's (House et al.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

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Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Takeda

Secchi

Bray

2022

CCSM

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PurposeMultinational corporations (MNCs) at their foreign subsidiaries hire local employees, whose cultural values may differ from the organisations' home cultures. Such value differences may pose managerial difficulties, making it critical to observe whether working at MNCs changes local employees' cultural values, reducing these differences. This study investigates how and to what extent local employees from a collectivistic culture acculturate their ethics-related values when working at MNCs' foreign subsidiaries. The authors examine (1) whether local employees change their values to become closer to the MNCs' home cultures, and if so, (2) whether the cultural distance between the MNCs' home and host national cultures affect the degree of such adaptation.Design/methodology/approachSurvey data were collected through stratified random sampling from Thai employees of a Japanese-owned MNC (n = 196), a UK-owned MNC (n = 143) and a Thai-owned organisation (n = 137), all operating in Thailand. Hypotheses were developed using Berry's bidimensional acculturation model and were tested using OLS and logistic regression analyses.FindingsThe study's findings indicate that MNCs' local employees from collectivistic cultures adopt Berry's integration acculturation strategy and acculturate their ethics-related values – collectivism, ethical relativism, collective responsibility preference and executive pay differentiation tolerance – towards the values prevalent in MNCs' home cultures. Overall, acculturation is greater when cultural distance is greater. New insights are presented in relation to collective responsibility preference and pay differentiation tolerance.Originality/valueFindings add to current knowledge on acculturation in management by (1) providing new insights into value acculturation (2) utilising Berry's acculturation model to analyse employees' acculturation within an organisation in the context of an emerging economy, outside the more frequently studied topic of mergers and acquisitions, and (3) investigating the impact of cultural distance on the degree of employee acculturation outside the field of expatriate adjustment.

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Section: Collective Responsibility Preferencementioning

confidence: 99%

Section: Managerial Implicationsmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Takeda

Secchi

Bray

2022

CCSM

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“…However, the extent to which RO, RC and RA contribute to stress under different working context has not yet been studied [3]. It has been reported that MNCs’ employees have high negative stress that lead to individual physical and psychological illness which in turn results low JSF [46]. Theoretically, role stressors by its job-related antecedents lead to organizational inequity results psychological strain and diminution of employee’s performance and satisfaction.…”

Section: Theoretical Framework and Hypothesismentioning

confidence: 99%

A Study of Role Stressors and Job Satisfaction: The Case of MNCs in Collectivist Context

Din

Ishfaq²,

Khan

et al. 2019

Behavioral Sciences

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Job stressors in organizational studies are commonly known as role stressors. These include role overload (RO), role conflict (RC), role ambiguity (RA) and job insecurity (JI). We explored the predicting role of these stressors on the overall level of job stress (JS) and job satisfaction (JSF). Moreover, we tested the role of JS as a mediator between the relationship of role stressors and JSF in a multinational corporation (MNC) in a non-western collectivist context (Pakistan). We obtained data through field surveys from 173 engineering employees from the electrical, mechanical, safety and chemical divisions. Role stressors significantly predicted overall level of JS and JSF. JS was also found to partially mediate the relationship between role stressors and JSF. The study findings suggest that foreign ownership needs to focus not only on the economic value, but also the organizational and job design to mitigate the detrimental role of selected stressors. The results of this study have important implications for MNCs in general, and in developing countries in particular. Theoretical and managerial implications are discussed with recommendations.

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“…tress is something ordinary, unavoidable fact in anyone life, caused by many factors either at work, or with the family at home, or at the external environment (Jarinto, 2011). According to it affects both the human resources and the management at the same time.…”

Section: Introductionmentioning

confidence: 99%

Perceived Intensity of Stress Stressors: A Study on Commercial Bank in Bangladesh

Rahman¹,

Kamruzzaman²,

Haque³

et al. 2015

Asian bus. rev.

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Understanding Stress in Multinational Companies in Thailand

Cited by 8 publications

References 14 publications

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

Ethics-related value acculturation: the case of Thai employees working at UK and Japanese MNCs in Thailand

A Study of Role Stressors and Job Satisfaction: The Case of MNCs in Collectivist Context

Perceived Intensity of Stress Stressors: A Study on Commercial Bank in Bangladesh

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