Thailand has enjoyed a solid recovery form the crisis of 1996 and the Thai people have benefited from ready access to subsidized utilities. However, the Thai government signed an agreement with several international agencies that requires it to liberalize the Thai market by 2006. This means that Thai state-owned enterprises (SOEs) in those industries opened up must prepare for intense competition. However, a study of the history and performance of Thai SOEs has demonstrated that there are operational problems that need to be resolved. To achieve this, it is first necessary to identify the factors that will lead to success for SOEs in the telecommunications industry, one of those industries soon to be privatized. / Traditionally, telecommunications services were provided exclusively by two SOEs, the Telephone Organization of Thailand (TOT) and the Communications Authority of Thailand (CAT), under monopolistic market structures. Both organizations will be privatized in the next few years. Guidelines for privatized SOEs in the post-liberalization telecommunications industry were published in the 1998 National Telecommunications Master Plan; in addition, the means of privatization was studied by a government appointed committee. However, attempts at privatization in a number of countries demonstrate that there are certain major factors that determine the degree of success of a privatization program. These are identified as market structure reform, legal reform, regulatory reform, political reform, management and corporate culture reform, organizational restructuring, technological advancement and labor relations. Each of these factors should be addressed at the appropriate stage of management processes. The Thai government has been focusing on market structure reform, legal reform, regulatory reform, and labor relations, but the studies on these factors, quoted in the Master Plan for State Enterprise Sector Reform, are dated. It is important to note that political reform, as well as technological improvement and innovation, are external factors which cannot be controlled, leaving management and corporate culture reform and organizational restructuring as the only controllable internal factors that can be improved by the management of the existing SOEs. This research should not be overlooked. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2003.
| Identifer | oai:union.ndltd.org:ADTP/267451 |
| Creators | Yodwisitsak, Kangwan. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
Page generated in 0.0016 seconds