Theoretical Framework

  • Tanachart Raoprasert
  • Sardar M. N. Islam
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


The literature review in the previous chapter discussed many well-known theories and models which are useful for formulation of the theoretical background of this research. The objective of this chapter is to develop the theoretical framework and proposed hypotheses based on the two research questions listed in Chap. 1. As discussed earlier in Chap. 2, the literature specific to Weisbord’s six-box model (e.g., vision, leadership, rewards, resources support, structure and relationship) stresses it as an important tool in determining change (Lok and Crawford 2000; Abraham et al. 1999a, b; Chui et al. 1996; Birnbaum 1984; Preziosi 1980). However, as there is no empirical research specifically addressing the relationship between the six-box model (adopted as motivational factors) and the adaptation and acceptance of Japanese management practices in Thailand, it is important to explore this relationship – assuming that the model’s components can influence the adaptation and acceptance of Japanese management practices in Thailand. The study focus is to investigate factors that can be introduced to manufacturing organizations that enable Thai subordinates to accept, and Japanese managers to adapt, Japanese management practice in Thai culture.


Organizational Change Preceding Discussion Organizational Goal Resource Support Change Readiness 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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© Springer-Verlag Berlin Heidelberg 2010

Authors and Affiliations

  1. 1.Faculty of Accountancy and ManagementMahasarakham UniversityMahasarakhamThailand
  2. 2.Victoria UniversityMelbourneAustralia

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