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Diefenbach, Thomas
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Empowerment of The Few and Disempowerment of The Many - Disempowerment in Thai ‘One Tambon One Product' Organizations (OTOPS) Diefenbach, Thomas
The South East Asian Journal of Management Vol. 10, No. 1
Publisher : UI Scholars Hub

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Abstract

Thai ‘One Tambon One Product’ organisations (OTOPs) have had considerable economic suc-cess since their initiation by the Thai government in 2001. However, in contrast to their ever-increasing economic relevance, OTOPs’ contributions to social development have been acknowl-edged and interrogated only very little. In particular the issue of empowerment, a key component of any social development whether within organisations, at community or even societal level, is strangely absent from any discourse about OTOPs. This article looks at how far the idea of em-powerment is realised within Thai OTOPs – or how far it is not realised. For this, a three-dimensional concept of empowerment has been developed and applied. The data show a rather mixed picture with regard to empowerment; only some people are empowered whereas many others are systematically disempowered. OTOPs seem to contribute to quite some extent to the further strengthening of existing patterns of social dominance, stratification and inequalities.
Inclusiveness and Exclusiveness of Japanese-Style Management Abroad - Some Evidence from South East Asia Diefenbach, Thomas
The South East Asian Journal of Management Vol. 9, No. 1
Publisher : UI Scholars Hub

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Research has shown that, when Japanese companies go abroad, they continue to apply their distinctive Japanese-style management – with perhaps some adaptation to local economic and socio-cultural contexts. What has not been researched so far is how inclusive or exclusive Japanese-style management is for those working within the organisation. Based on case studies carried out in eight Japanese companies in Cambodia, Thailand and Vietnam, this paper investigates how Japanese and local managers and employees are either included or excluded by the values, management styles and ways of decision-making prevailing in their company. The evidence not only shows differences in perceptions but also reveals some questionable aspects of Japanese-style management. It seems to be much more exclusive than suggested by either most stereotypical research on or popular understanding of Japanese management.
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