Breakthrough Thai Family Businesses DNA.

1. 1
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F F F F 294
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F F F F F

2. 2
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OEM Partner 4) F
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3. 3
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F FF F F F F F F
F F F F
F F F F
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(Family Business) F
F F F Ford Nike Sony Samsung F
F F F F F F F
F F F
F F F F F F
(1) F F F
Family Business Associates, United States Association for Small Business and Entre-
preneurship (USASBE), Family Firm Institute, Inc.(FFI), Family Owned Business Institute, Global
Entrepreneurship Monitor (GEM)
(2) F The
Wharton School, Harvard Business School, ESE MBA (European School of Economics)
F F F SMEs F
F F F F F
(Family Conglomerates) F F F F F

4. 4
F F F F ( F , 2549) F
F F F F F F F F
(1) F F F
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(2) F F F F F F F
F F F F F F F
F F F F
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F F (Family Business: FB) FF F
SMEs F F F
F F Ward (2005) F F
F FF F
(Thai Family Business) F F
F F F F F F
F F (DNA) F (Key Success Factors)
(Family Business Model) (Business Succession)
F F F
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F F F
F F F F3 F
(1) F F
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(2) F F F FF

5. 5
(3) F F F
F F F 2 F F 1)
(Family Business Dynamics) F 1 F
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F (New Road Map) F (DMFB-Development Model of Family
Business F 21 F F F ) 2)
F F F F (
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6. 6
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F F F Ward (2005) F F F
F F F FF F
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7. 7
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(DNA) F F
3 F F F
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F F
1) F
F6 F (1) F
F (2) F F (3) F (4) -
F (5) F (6) F
F
2) 2.1 F
F F 3 F F (Ownership Axis)
(Family Axis) (Business Axis)
3) 2.2 F
F F F
F 1 (The Do Phase) 2 F (The Lead to Do
Phase) 3 F (The Let Do Phase)

8. 8
F F
F F F
F F F F
(1) F F F
F F F
(2) F F
F FF F F F F
F F
F
(3) F
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F F F
F F F
F F FF F F
F F F
(Mixed Model) (Qualitative
Research) (Quantitative Research)
(Cross-Section Study) F 2545 2550
F F F F
F F F (Social Network
Analysis : SNA) F F F F (Homogeneous)
F F F 1 2545-2546 F 129 F 2 2550
165 F F 52 F MBA -
F 56 F F www.oknation.net
F F 53 F 4
294

9. 9
F F F 3 F F -
F
F F F F -
F F F F
F F F / F
F 6 F F F
F F (High Performance) F
F F F F (Personal
Attributes) 19 F F 5 F
F (Try-Out) F F F SMEs
F F 20 F
F( ) F 0.923
F F F F FF
F F F (Meta-Content Analysis) F F
F (Relevancy) F F F F (Concurrence)
F F F
F F F F 1990- 2008
F F F F
F F F F F 2
F
1. F F F F F
( ) F (S.D.) F (One-Way ANOVA) F
F F F F F F 0.05 F
F
1) F F (Corporate Vision) F F
F F

10. 10
(1) F F
F F
(2) F F F
F
(3) F F F F F
F F
2) F F (High Performance) F F
F
(1) F F
F F F F F F F F F FF F
F
(2) F F
F
(3) F F F F
F F F F
3) F (Team Building) F F F
F F F F F F F
(1) F F F F F
F F F F F
(2) F F F F F
F F F F
(3) F F F F F
F F F F
F F F F F
4) F (Managerial Skills) F
F F F
(1)

11. 11
(2) F F F F F F
F F F F F
(3) F
- F F
5) F (Innovation) F F
F
(1) F F
F F
(2) F F
F F F F
(3) F F
F F F
6) F F (Personal Attributes) F
F
(1) F F F
F F F F F F
(2) F F
F F F
6 F F F
F F F F F -
F F
F F

12. 12
2: F
2. F F FF F F
“DNA F F FF ”
DNA F F 4
1) (Family Axis) F F F
F F F F F F F
F F (Families’Life
Cycle) F 4 (1) F (2) F F (3) F
(4) F F F F
F 3
F F
F F (
F F )
FF F
F
FF F F F F F
F F F F

13. 13
2)
(Ownership Axis) F F
F F 3 (1) F (Controlling Owner) (2) F
F F (Sibling Partnership) (3) F (Cousin Consortium)
F F (Controlling
Owner) F FF (Founder) F FF
F F F F F F F
F F F F F F
F F (Sibling)
F F FF 3
FF F 1 F F F F F
F F F F F F F
3) (Business Axis) F
3 F
F F F F F
F F F F
F
F F F
F F F F
F F F F F F F
F
F F F F 2 F 3
F F F
F F F F F
4) F (Entrepreneur Axis)
F F3
F
1) (Make Money/Profit) F F
F F F F

14. 14
F
F
2) (Independence) F F F F F
F F F
F F F F
3) F (Freedom) F F F F
F F F F F F
(Ownership)
F
F F F F
FF F F
F F
1) F (Firm-Specific Knowledge)
F F F F F F
F
2) F F (Shared Social Network) F
F F F F F F F
F F
3) F (A Focus on the Long Run) F
FF F F F
4) F (Preservation of the Firm’s Reputa-
tion) F F F F F
F F F F
F F F
5) F FF (Reduced Cost of Control)
F F F F FF F F F
F

15. 15
F
F F F F F
F F F F (Carlock & Ward, 2001)
F F F
FF F F
(Capabilities) F F
(Carlock & Ward, 2001)
(Family Wealth)
F F F F
F F F (Financial Wealth)
F (Integrity) (Accomplishment)
F (Physical security, health and fitness) F
F (Knowledge, wisdom and spiritual growth)
(Family harmony) F (Individual happiness)
DNA F F
3 DNA F

16. 16
3. F F F
F F 4 F
F 1 DNA F
F 4 1) (Family Axis) 2)
F (Ownership Axis) 3) (Business Axis) 4) F (Entrepreneur
Axis) F F F 2
F 2 21 F F
F
1) (Cottage Industry)
F F F F F
F F
(Part Time)
2) F (Specialized Supplier
Family Business) F F
F F
F F F F F F
F F F
3) OEM Partner (OEM & Partner Family Business)
F F
F F F F F- F F
(Trading Firm) F OEM ( F F :
Original Equipment Manufacturing) F F (Partner) F
4) F (Conglomerate Family Business)
F 21 F
F (Conglomerate) F F 2
4.1 F (Superstar Firms) F
F
4.2 (Virtual Manufacturing)
F F F F (ODM) F
(OEM) F F F F F F -
F

17. 17
21 4
F 3 - (Social Culture Dimension)
F F F
F
1) F (Globalization) F
F (Local Firm) F F F F (Global Firm/Multi National Company)
F (Free Trade) F
(Monopoly based on Free Trade) ( F ,2549)
4 21

18. 18
5 -
2) F (Power Distance)
Hofstede (2005) F F ( F )
F (Power Distance) FF F
F F F F F F
3) F (Family’s Value System) F F
F F F F -
F F
F F F 3 F
F F (Personal Values) F
(1) F
(2)
(3) F
(4) F
(5) F
(6)
F (Value System) F
(1) F

19. 19
(2) F F F F
(3) F F F
(4) F
(5)
(6) F
(7) F
F (Thai Family Value System)
F
(1) F
(2)
(3)
(4)
(5)
(6)
(7) F
(8)
(9) F F
F 5 6
F 4 F F (The Successor’s Phase Matrix)
F (Ownership)
FF F F F F F F F F
F F F FF F
F F F F F (The Successor’s Phase Matrix)
F 3 F F 4
F
F F F F
F F- F F F F F
F F F 10 30-40
F F F F
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20. 20
• F F F F- F
F F
F3 F
1 (The ‘Do” Phase)
F F F F F F F 25-35 F
F F F
F FF F F F F F
F F F F
F F F F F
FF F
6 F
2 F (The “Lead to Do” Phase)
F F F F
F F 35-50 F F F
F F F F- F F
F - F
F F F F F F F F

21. 21
F- F F F F F F F
F F F F F F F
F (Family Council)
3 F (The “Let Do” Phase)
F F F 50-65 F FF F F- F F
F F F F F F
F F F F F F F F
F F F
F F F
F (Corporate Governance)
F F F
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F 3 F F (The
Successor’s Phase Matrix) F
7 F F

22. 22
F 4 F F 1 DNA F
F 2 21 F 3
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F
(The 4-D of Future Thai Family Business Prototype)” 8
8 F (The 4-D of Future Thai Family Business
Prototype)
F
F
1. F F -
F (Corporate Vision) F F F (High Performance) (Team
Building) (Managerial Skills) (Innovation) F

23. 23
(Personal Attributes) F F FF F
F www.oknation.net F F F F F
F F
F
2. F F F 4 F
F DNA F 4 1)
2) F 3) 4) F F
FF F F (Lon-
genecker, et al; 2006) F 2 21 F 1)
2) F 3)
OEM Partner 4) F 2
F Hoffman, et al.(1998) F F
F F F F F
F F
F F F
F F F F F -
F F F IT
F F F Li & Fung F
“Virtual Manufacturing” F F (Multi-Com-
pany) F 3 - F 1)
F F 2) F
(Power Distance) 3) F ABN-AMRO Private Banking (2006)
F F F F F
F F F F
Hofstede (2005) F F
F F (2549) F F F
F F 4 F
F F3 1 2 F
3 F Ward (2005) F F F F F
F F F F
F 4 1) 2)

24. 24
F 3) 4) F F
F F 3 F F F F F
3 F F F F
F Ramachan-
dran (ISB Hyderbad; . .2004) F F
F F (1)
F F F F F F F F -
(2) F F F F PEST( -
) (3) F F F F F
(Business Axis) F 1 F 2
F F F F F
2 F 3
4
F (Family Axis) F F F 1 FF 2
F F F F ( F ) F F F F
F
F F F 2 F 2 F
F F 3 4 F 3 F 4 F F 9

25. 25
9 F

26. 26
F
1. (2552). DNA . :
2. F (2549). F F . : .
3. ABN-AMRO Private Banking.(2006). The Family s Value System available
http://www.abnamroprivatebanking.com/asian_families_emotional_aspects_of_wealth_tr
ansfer_and_inheritance.pdf.
4. Carlock, S.R. & Ward, J.L. (2001). Strategic Planning for the Family Business. New
York: Palgrave Macmillan.
5. Longenecker, et al.(2006). Small Business Management : An Entrepreneurial
Emphasis. China: South-Western Thomson Learning.
6. Kotter, J.P. & Heskett, J. L. (1992). Corporate Culture and Performance. New York:
Free Press.
7. Hofstede, G. & Hofstede, G.J. (2005). Cultures and Organizations: Software of the
Mind. New York: McGraw-Hill.
8. Ward, J.L. (2005). Unconventional Wisdom. England: John Wiley & Sons.
9. Ramachandran, K. (2004). “Indian Family Businesses: Their Survival Beyond Three
Generation” India School of Business. avalilable http://www.isb.edu