| Korea | Thailand | Malaysia |
| Statistically, in 2017, Sum sung headquarters in South Korea employed about 99116 Koreans. Relocating the company to a developing country such as Malaysia will result in thousands of people losing their jobs, a factor that is likely to negatively affect their livelihood. | As per research carried out in 2014, the unemployment rate stood at 0.56%. Relocating Samsung to the above country might be create jobs opportunities but the above might not be of importance in comparison to Malaysia. | Between 1998 and 2018, the unemployment rate stood at about 3.9%.When relocated to the above country, manufacturing as well as sales activities by the company are likely to create jobs to the citizens and hence, an improvement of the lives of those who will benefit is likely. |
| In the case that employees have to be relocated from Korea to Malaysia or Thailand, there will be a social impact related to adapting to a new environment as well as communicating with the host country’s citizens. They might also have a hard time adapting to the change in the environment (Christersson & Rothe, 2012) . Also, they might experience culture shock which might affect their performance. | Employees who are from Thailand might find it hard to communicate as well as interact with their Korean counterparts. Also, the difference in culture between Thailand citizens and Korans might derail the interaction between employees. | Employees who are of Malaysian might find it hard to communicate as well as interact with their Korean counterparts. In addition, due to the difference in corporate culture as well as the general culture between Malaysia and Koreans, employees from both nations might find it hard to interact productively. |
| Labor relations dramatically differ in different countries ( Katz, Jeffery & Elsea, 1997) . In Korea, they are in charge of collective bargain, as well as routine activities. Relocating to others country will force employees to join unions which might have less or more responsibilities over them. | Thailand lacks an elaborate labor union system, making Korean employees to the above nation to lack the support they would have gained from it and hence, will be disadvantaged to a large extent. | Labor as well as trade unions are weaker in Malaysia and hence, Koreans to the above country will not fully enjoy the benefits of being free to form or belong to such unions. |
| Relocating Samsung from Korea is likely to affect the economy of Korea due to lost revenues. The above is likely to have a negative impact on the individuals affected. | Relocating Samsung to Thailand which is less developed in comparison to Korea is likely to have negative globalization impacts such as less accountability and unfair working conditions. It is however, likely to improve the economic growth and hence the livelihoods of the citizens of the country in question (Collins, 2010) | By relocating to Malaysia, Samsung is likely to improve the lives of the locals when the company is more socially responsible. |
| Depending on the attitude of the Koreans who might be migrating from their country to either Thailand or Malaysia, they might be able to integrate and positively mingle with their hosts. | Positive interactions between Korean employees and their Thai counterparts is likely to result in beneficial interactions between them. | Expatriates from Korea are likely to interact with Malaysian citizens, build relations and at the end of it all become more tolerant towards each other ( Collins, 2015). |
References
Christersson, M., & Rothe, P. (2012). Impacts of organizational relocation: a conceptual framework. Journal of Corporate Real Estate , 14 (4), 226-243.
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Collins, M. (2015). Retrieved from https://www.forbes.com/sites/mikecollins/2015/05/06/the-pros-and-cons-of-globalization/#59a748fbccce
Collins, M. (2010). The Pros And Cons Of Globalization. Retrieved from https://www.manufacturing.net/article/2010/06/pros-and-cons-globalization
Katz, J. P., & Elsea, S. W. (1997). A Framework for Assessing International Labor Relations: What Every HR Manager Needs to Know. Human Resource Planning , 20 (4).
