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<p><strong>Problem</strong> : How does Japanese company coordinate with its subsidiaries in Thai and Chinese markets?</p><p><strong>Purpose</strong> :  To describe organization structure of Japanese company as well as compare how headquarters coordinates with its subsidiaries in Thai and Chinese markets. Also, this thesis will give benefits for the academics and managers of other multinational corporations.</p><p><strong>Method</strong> :  Qualitative approach and comparative design are implemented in this thesis meanwhile secondary data from internet, documentary research  and primary data from semi-structured interview through telephone & email are used for collecting information. More importantly, Tokai Carbon is chosen as a case study to understand organization structure and its coordination between Japanese company and Thai & Chinese subsidiaries.</p><p><strong>Conclusion</strong> : The organization structure and coordination should  be concerned in multinational corporations. Tokai Carbon Co., Ltd. as a multinational Japanese company who runs business and establishes various subsidiaries in worldwide mostly centralizes power to headquarters. Also, Tokai Carbon Co., Ltd. applied means of formal and informal coordination in order to cooperate between Tokai Carbon Co., Ltd. (headquarters) and Thai Tokai Carbon Product Co., Ltd (Thai subsidiaries) & Tokai Carbon Tianjin Co., Ltd. (Chinese subsidiaries). With respect to formal and informal mechanisms, these two mechanisms are similarly implemented in collaboration between headquarters and Thai & Chinese subsidiaries. Nonetheless, there are a few differences on informal tools in form of lateral relations and socialization.</p>

Problem : How does Japanese company coordinate with its subsidiaries in Thai and Chinese markets? Purpose :  To describe organization structure of Japanese company as well as compare how headquarters coordinates with its subsidiaries in Thai and Chinese markets. Also, this thesis will give benefits for the academics and managers of other multinational corporations. Method :  Qualitative approach and comparative design are implemented in this thesis meanwhile secondary data from internet, documentary research  and primary data from semi-structured interview through telephone &amp; email are used for collecting information. More importantly, Tokai Carbon is chosen as a case study to understand organization structure and its coordination between Japanese company and Thai &amp; Chinese subsidiaries. Conclusion : The organization structure and coordination should  be concerned in multinational corporations. Tokai Carbon Co., Ltd. as a multinational Japanese company who runs business and establishes various subsidiaries in worldwide mostly centralizes power to headquarters. Also, Tokai Carbon Co., Ltd. applied means of formal and informal coordination in order to cooperate between Tokai Carbon Co., Ltd. (headquarters) and Thai Tokai Carbon Product Co., Ltd (Thai subsidiaries) &amp; Tokai Carbon Tianjin Co., Ltd. (Chinese subsidiaries). With respect to formal and informal mechanisms, these two mechanisms are similarly implemented in collaboration between headquarters and Thai &amp; Chinese subsidiaries. Nonetheless, there are a few differences on informal tools in form of lateral relations and socialization.

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The aim of the research was to investigate the factors to be considered in the adoption of the matrix management organization structure within State-Owned Enterprises. It also investigated how the employees understand the project matrix management organization structure and its application, how they observe it to be and whether their misunderstanding of their roles in the structure will have an impact on meeting the project objectives and performance. This research also investigated whether the utilization of the project matrix management organization structure promotes the successful completion of project or whether it delays the project. The problem examined was “the State-Owned enterprise is still experiencing problems meeting project objectives despite implementing the matrix management organization structure which was intended to facilitate the meeting of project objectives within the organization”. The misunderstanding on the roles and functions of personnel within a project environment using the matrix organization structure was also investigated on whether it has an impact on meeting project objectives and performance. The research question for this study was: “What are the factors that hinder or support the State-Owned Enterprise with the adoption of the matrix management organization structure to meet its project objectives?” The research paradigm was interpretivist. The strategy used was empirical, with an inductive approach. The study approach was qualitative with a survey questionnaire and semi-structured interviews as data collection methods and the data analysis was thematic. The following were the key findings of the study: In terms of awareness of the structure, most respondents advised that the organisation is using a project matrix management organisation structure. The enablers that were agreed on are managing complexity, resource efficiency, communication effectiveness and output quality. The barriers that were agreed on were ambiguous authority and dual reporting, decision-making delays, management of cross-functional teams, lack of a matrix guardian and level of conflicts. The indication in terms of cost performance was that the projects had cost implications. Most projects were completed on budget with 51% indicating that the projects had an overspend. 74% indicated that the projects that they have worked on were completed behind schedule. 16% indicated that the projects were completed on time. The perception is that this type of structure, due to the number of the managers that are involved lacks decision making. The lack of decision making is caused by lack of communication and stakeholder engagement. Stakeholder engagement was also an issue that was highlighted as lacking.

Information search and acquisition is one of the important tasks in industrial procurement. The main issues of the present study are whether the needs of information and their patterns of importance would be affected by the following variables: product type, position of the supply chain, factors of individual participant (position, current unit, experiences of departments), organization structural factors, innovational resources commitments. The empirical study contexts are six machinery related sub-industries, including: vehicle, casting, die and mold, fastener, hand-tool, and machinery industry. From the 345 valid survey samples, the current research tested several hypotheses, of which significant findings include: (1) Different positions at a supply chain would cause difference of information needs. (2) Factors of individual participant also bring about different buying information needs: the current unit and experiences in different departments would significantly affect importance of the finance-cost, technique, salesperson information. (3) Organizational factors, including authority, horizontal interaction, vertical division, would give rise to more positive effect on buying experiences, country-of-origin, salesperson information. On the other hand, solicit negative effect on finance-cost information. (4) The product type would significantly moderate the causal relation between organizational factors and buying experiences, country-of-origin, or salesperson information. (5) Finance-cost information is less important for the higher innovational commitment companies than the lower ones

For business to develop overseas, product research and development, capital and human resources are important elements, but how to design appropriate to the overseas organization of resources and effective integration, to reach overseas business development objectives can not be ignored.Business growth process is traced and can be a phased, can identify current stage of business In this study, would like to understand the operation of the design for evolution multinational organization. This study is used depth interviews to research; total selected four professional managers of multinational corporations. The research is show as below: 1.The actual operation of the board of multinational enterprises is still very much under the influence of shareholders holding the largest, but the foreign domestic corporate governance is more than good thinking. 2.Business department operates the impact of products and services will be taken to a large contingent suitable model, which patent is an important factor. 3.Evolution of organizational structure will be organized products have different impact on the operation of the specific thinking. 4.To control Organization will be the largest operation of restricted stock. 5.The ability to respond to environmental markets and will be types of overseas subsidiaries due to the impact of ownership concentration. 6.For the current situation of organization and future prospects of satisfaction will be affected by company history and the impact of leadership style.

IT application systems to be deployed and developd in an enterprise are involved of many factors and variables, even though IT systems are so important for the enterprises in today. Many companies opted to deal with the frighteningly complicated matter of ¡§machines and human¡¨ by creating a new position: CIO. This newfangled executive, companies hoped, would protect and prepare them for the coming technology revolution. But there still are debates on the responsibilities of CIO as the coming challenges between the continuous involvements of IT and fast changing of the global ecomics. The enterprise has to change its internal organization, culture and operational processes once it wants to implement the ERP system. That will bring in many business risks during its adapting to the dramatic changes. In addition to that, ERP also have a direct, and often paradoxical, impact on a company¡¦s organization and culture. On the one hand, they expect to create flatter, more flexible, and more democratic organizations. On the other hand, they also emphasize more consistent with hierarchical, command-and-control organizations with uniform cultures. Today, CIO are not only required to face and management the problems of integrations of many internal systems, but also are required to link the many various systems of various external business partners. With a back-to-basics focus, many CIO are concentrating on the top-3 concerns ¡V the business/IT alignment, value management, and leadership. This paper explore the insight of a CIO in an organizational society, who is in charge of the success of the implement of the ERP into a company, what challenges he encountered and faced, and how did he respond to those challenges. This study relies on qualitative data collection from one case, A-company, in the forms of documented data, archival data, observtion, and interviews. The data are analyzed and interpreted through four structural conherent perspectives by the contextualism, by the standpoint of a CIO: industry environment, organization sructure, organizational culture, and organizational politics. This study discovered that the CIO in this case is like a picture of one fat racehorse pulling the milk cart in a farm.

This research intends to investigate the relationships among governance environment, organizational structure, information technology governance, information technology use, and information technology performance. An empirical study was conducted to collect from Taiwanese companies. The result shows three major findings. First, small positive effect exists between information technology use and the alignment between governance environment and organization structure. Second, information technology use has positive effects on information technology performance. Finally, the relative governance of IT department does not affect IT use. This research helps organizations understand how information technology governance affects IT use and performance. Organizations could adjust their organization governance strategy to fir its structural and cultural environment in order to improve information technology performance.

Today?s dynamic world is full of changing. Companies which wants to be succesfull must react on the changes on the market very quickly. The main changes must be concentrate in the district of the organization structure. The organization structure is the building stone of every company. The aim of this thesis was to propose the optimal organization structure and the evaluate effectiveness and the economic contribution of these proposals. The analysed company is ALFA join stock company.This company is a longtime manufacturer of kitchen doors and currently produces fire boards, particle boards and panels, floor panels, foiled boards, profiles and vermiculite expansion. STEP, SWOT and financial analysis were used for the analysing this company. The changes were realized in manufacturing sector, strategic purchasing sector and in commercial sector. The company reaches higher competitive advantage with these changes. Design changes in the organizational structure were projected on the basis of the organizational chart, organizational structure, operating rules and other internal sources.