The Conflict in Thailand's Deep South and Its International Implications.
DOI:
https://doi.org/10.32890/jis2009.5.3Abstract
References
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Diplomacy and Foreign Relations, Malaysia, 2005. Thanet Amphornsuvan. Rebellion in Southern Thailand:Contending Histories. Policy Studies 35. Washington:East-West Center, 2007. International Cooperation and Network Influences in Asia Pacific: The Case of Malaysia Ahmad Bashawir Abdul Ghani Abstract Many Malaysian companies with business activities in the Asia Pacific region have strategic alliances with local companies. An exploratory overview of their strategic orientation and performance reveals that they are mostly local market oriented, and their success is closely associated with three factors; working relationships with partners, difficulties in partnering agreements, and difficulties arising from environment and cultural differences. These three factors remain important regardless of the varying objectives, motives and opinions concerning the benefits and governance of the alliances. Introduction In the last two decades, the world market environment has changed dramatically. Breath taking advances in communication technology, increased world commerce, deregulation, privatization, and lowering of trade barriers have to a great extent integrated individual country markets into one global market. Rapid developments and diffusion of industrial technology have also resulted in a regular stream of new products coming into the market. At the same time, the enormous capital requirements for research and development and increased product sophistication have meant that companies can seldom undertake all operations alone. Irrespective of how large and resourceful a company is, it cannot have a competitive advantage in each and every step of producing and marketing a product for world markets. Consequently, strategic alliances are often the instrument international companies choose to maintain or advance their competitive positions. The proliferation of strategic alliances has generated much discussion among practitioners and business academicians on the conceptual foundations of alliances (Buckley and Casson 1988; Contractor and Lorange 1988; Crouse 1991; Culpan 1993; Jain 1987; Ohmae 1989; Sheth and Pravatiyar 1992; Varadarajan and Cunningham 1995), on their performance (e.g., Beamish 1987; Chowdhury 1992; Geringer and Herbert 1989) and conditions for their success (e.g., Bleeke and Ernst 1991; Dussauge and Garrette 1995; Dymsa 1988; Harrigan 1988; Lorange and Roos 1991). While recognizing that there are many possible scenarios of strategic partnering, and that there is no single determinant nor simple measure of alliance success, general agreement exists that there
