Thesis
Strategic and crisis management by banks : a comparative study of the commercial banking industry in Thailand
Southern Cross University
Doctor of Philosophy (PhD), Southern Cross University
2001
Metrics
50 Record Views
Abstract
This study investigated the transformation of management practices in Thai banks during the crisis of 1997 by conducting a field survey involving 468 bank managers of all 13 commercial banks operating in Thailand. The research generated a model, which is founded on the integrated Strategic Management (SM) and Crisis Management (CM) framework, to study the interrelationships among factors of interest in which the IMF is treated as a crucial external factor. The main contributions of this research are the fact that the study comprehensively investigated the application levels of SM and CM in a real crisis environment by adopting two levels of analyses, Structural Equation Modeling at individual manager level and multilevel analyses at bank level; that the integrated SM and CM concepts were put to an empirical test as superior management systems, and examination of IMF pressure as a positive force to changes in management behavior of Thai commercial banks from before to after the crisis.
Based on individual manager level analyses, results indicated that banks showed significant improvement in application levels of strategic planning (SP), Crisis Management planning (CP) and Crisis Management implementation and control (CIC) from before to after the crisis, and that the IMF materially and positively influenced changes in CM processes, but not in SM practices, from before to after the crisis. Contradicting previous suggestions, however, no significant improvement of Strategic Implementation and Control (SIC) was detected.
In bank level analyses, results provided support for the idea that private banks, foreign acquired banks and larger banks typically employed higher application levels of SM and CM processes before crisis than did state banks, Thai-owned banks and smaller banks respectively. Banks managed systematically and effectively by involving high levels of SM and CM applications, typically possessed superior performance and were more likely to survive the crisis.
Regarding changes from before to after the crisis, private and foreign-acquired banks have demonstrated stronger determination to adjust their management practices in response to a volatile environment than state and Thai-owned banks. Nevertheless, bank size had little impact on changes in management practices. In other word, banks of all sizes have similarly moved towards more systematic management with stronger SM and CM components from before to after the crisis.
Details
- Title
- Strategic and crisis management by banks : a comparative study of the commercial banking industry in Thailand
- Creators
- Thitipun Buavatana
- Contributors
- Meredith G Geoffrey (Supervisor) - Southern Cross UniversityPhilip A Neck (Supervisor) - Southern Cross University
- Awarding Institution
- Southern Cross University; Doctor of Philosophy (PhD)
- Theses
- Doctor of Philosophy (PhD), Southern Cross University
- Publisher
- Southern Cross University
- Number of pages
- xv, 388 pages
- Identifiers
- 991012915700102368
- Copyright
- © Thitipun Buavatana 2001
- Academic Unit
- School of Business and Tourism; Faculty of Business, Law and Arts; Graduate School
- Resource Type
- Thesis