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Gedung Departemen Manajemen Jl. Prof. Dr. Sumitro Djojohadikusumo Kukusan, Kecamatan Beji, Kota Depok Jawa Barat, 16424 Indonesia
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The South East Asian Journal of Management
Published by Universitas Indonesia
ISSN : 19781989     EISSN : 23556641     DOI : https://doi.org/10.21002/seam
Core Subject :
The South East Asian Journal of Management (The SEAM) seeks to publish high quality, scholarly empirical research articles in management, strategic management, organization, entrepreneurship, operations management, human resource management, business and organization topics that test, extend, or build theory and contribute to management and organization practices in the South East Asia region. The SEAM strives to serve as a major vehicle for the exchange of ideas and research among management scholars within or interested in the South East Asia region. The SEAM is an open access journal that is published by Management Research Center, Department of Management, Faculty of Economics and Business, Universitas Indonesia.
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Articles 5 Documents
 1 
Search results for , issue "Vol. 3, No. 1" : 5 Documents clear
Industrial Diversification and Shareholders' Value in China: The Case of Shanghai Listed Manucfaturing Firms von Eije, Henk; Jin, Jiong
The South East Asian Journal of Management Vol. 3, No. 1
Publisher : UI Scholars Hub

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Abstract

The fast growing economy and institutional and economic reforms made the Chinese equity markets the third largest in Asia. This leads to strategies of industrial diversification within Chinese firms. Financial theory suggests that industrial diversification may have advantages in emerging markets, because conglomerates are better able to cope with market imperfections than focused firms. Moreover, diversification through investing in many shares may be costly in imperfect markets. Negative effects of diversification can be found if hubris generates too large take-over premiums or if managers consume perks related to company size. Also, tunneling and propping may reduce company value. We show that Chinese diversified firms are underperforming in comparison to focused firms. The potential positive effects of industrial diversification are thus smaller than the negative effects. Besides the aforementioned aspects, myopic shareholders, management history, and inadequate regulation of shareholders' interst may have contributed to the current negative diversification effects in China.
Management Style of Chinese Business Owners in the Chiang Rai Province of Thailand Walsh, John; Anantarangsi, Sittichai
The South East Asian Journal of Management Vol. 3, No. 1
Publisher : UI Scholars Hub

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Abstract

New challenges face Thailand's economy as it exits the factory age and struggles towards higher value-added economic activities. One important component of new economic development will be encouraging more foreign investment, particularly in the provinces of the country away from Bangkok. China is becoming an increasingly important investment and trade partner for Thailand and the creation of an industrial estate in the northern province of Chiang Rai is in part intended to encourage additional Chinese investment in the country. However, providing space alone is insufficient to understand the need of investors, including their current and future demand for skilled labour. This paper reports on a program of qualitative research featuring in depth interviews of Chinese business-owners and relevant government officials and others aimed at understanding the style and nature of management among Chinese business owners and, hence, to make preparations for future labour market requirements.
Disinvestment in India - A Stakeholders' Management Perspective Kulkarni, Vilas; Srivastava, Amit Kumar
The South East Asian Journal of Management Vol. 3, No. 1
Publisher : UI Scholars Hub

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Abstract

India adopted mixed economy after independence, aiming socialistic pattern, through heavy investment in the public sector enterprises (PSE) the performance of which later became a matter of concern. Therefore, Government of India (GOI) started reform programs to reduce the size and expenditure of the public sectors, and restructuring the PSEs. In 1991 GOI initiated a radical economic reform to increase the private sectors participation and the efficiency of public sector investment. Therefore, the management of various stakeholders become crucial for the success or failure of the disinvesment policies. This paper investigates the disinvestment in National Alumunium Company Limited (2002-03 and 2005-06), a fully owned goverment of India enterprise through case method, based on empirical data. The purpose of the paper is to understand what can be the set of linkages among actors, ideas, actions, and desirable outcomes, agreed upon by stakeholders to determine the effectiveness of the reform. The insight from the case is combined with the insight from the literature and other materials. Findings, managerial implications, and recommendations are discussed.
The Typology of Conflict Management Style Cheng, Julian Ming-Sung; Sutikno, Bayu
The South East Asian Journal of Management Vol. 3, No. 1
Publisher : UI Scholars Hub

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Abstract

This paper proposes a triple model of typology of conflict management style, which incorporates three factors: (1) interaction concerns (cooperation versus competitiveness), (2) individualistic versus collectivistic cultures, and (3) environmental uncertainty (stable versus dynamic). The objectives are achieved by reviewing literature on the typology of conflict management style from the working of Blake and Mouton's (1964) model to Freeman and Browne's (2004) model. The findings highlight the triple model of typology of the conflict management style. It is based on an internal factor (interaction concerns between actors, cooperation versus competitiveness) and two external factors, such as cultural dimension (individualism-collectivism) and environmental uncertainty (stable versus dynamic). Hence, eight conflict management styles are proposed: (1) reactive, (2) passive, (3) active, (4) proactive, (5) adaptive, (6) repressive, (7) preemptive, and (8) supportive. There is no single conflict management style for every conflict situation. It depends on these three factors. A review of literature has revealed that although more attention has been paid to the topic of the typology of conflict management style, insufficient attention has been paid to external factors of conflict in the development of the typology.
Experiential Insights from Managing Joint Ventures in Indonesia : Reflection on Past Lessons and Future Challenges Pawitra, Teddy
The South East Asian Journal of Management Vol. 3, No. 1
Publisher : UI Scholars Hub

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Abstract

Joint ventures as one of the many form of strategic alliance are now ubiquitous phenomena in most Asian countries such as Indonesia and others. The trend to establish joint ventures with foreign firms has been growing in popularity since the onset of 1980s. In 2007, the value of realized foreign direct investment in Indonesia had reached USD 9,076.6 million which represented 842 projects (Investment Coordinating Board, Oct. 2007). However, particular data regarding the magnitude of investment in joint ventures are not available because foreign direct investments are not further specified into joint ventures and wholly owned subsidiaries. The development of joint ventures is more discernible if we turn to the international business arena. Over the past few years more than 5000 joint ventures have been established and the largest world 100 joint ventures represent more than USB 350 billion in combined annual revenues (Bomford, Erns and Fubini, 2004).

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