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- ItemCOOPERATION ON DIFFERENCES FROM THE ADAPTATION ON CULTURAL DIVERSITY A CASE STUDY OF YUAN COMMUNITY, TON TAN SUB – DISTRICT, SAO HAI DISTRICT, SARABURI PROVINCENareenoot Damrongchai; นรีนุช ดำรงชัย; National Institute of Development Administration. Graduate School of Social Development and Management Strategy (National Institute of Development Administration, 5/1/2024)The purposes of this research study are 1) to study the conflicts caused by the coexistence on the cultural diversity of Yuan people in Ton Tan Subdistrict, 2) to study the adaptation process of Yuan people in Ton Tan Subdistrict to create cooperation on differences among groups, 3) to examine the cooperation arising from the adaptation of Yuan people and people of other cultures, 4) to investigate the problems and obstacles in the adaptation to create unity on differences among groups of people, 5) to seek suggestions for the adaptation to create cooperation on differences among groups of people for societies or communities that face the problems of coexistence on the cultural diversity and want to create cooperation. The qualitative research method was employed. The target group included Yuan people in Ton Tan Sub-district, Sao Hai District, Saraburi Province, and 40 key informants were selected by a purposive sampling method based on the inclusion criteria. Data were collected by two methods, namely 1) document research and 2) field research focusing on in-depth interviews with the key informants using interview guideline, participant and non- participant observation. Data were analysed by descriptive interpretation to understand the phenomenon according to the perspectives of the people in such culture, along with the use of logical reasoning. The findings can be presented as follows. 1) The conflicts caused by the coexistence on the cultural diversity of Yuan people in Ton Tan Subdistrict were divided into two aspects: 1.1) unclear conflict or prejudice in differences, including the problem of ethnic disrespect from having different ethnic identities and 1.2) disagreements or rejection of differences, including the problem of expression of actions different from each other in a contradictory way in concepts or forms of presenting ethnic identity through social spaces. 2) The adaptation process of Yuan people in Ton Tan Subdistrict to create cooperation on differences among groups included two cases based on the conflicts and expressed behavioural adaptation, namely 2.1) the adaptation due to unclear conflict or prejudice in differences from other groups of people and 2.2) the adaptation due to disagreements or rejection in differences from other groups of people. There were two characteristics of adaptation processes with four stages and four approaches as follows. 2.1) The adaptation due to unclear conflict consisted of four steps and two approaches. The four steps consisted of (1) identifying issues, (2) brainstorming solutions, (3) choosing the best option which involved two approaches: (3.1.) creating impression on other groups and (3.2) creating confidence in other groups, and (4) implementing the decided option. 2.2) The adaptation due to disagreements consisted of two characteristics of adaptation processes with four steps and four approaches. The first characteristics focused on negotiation or adaptation process after the problem occurred, which was composed of four steps: (1) identifying issues, (2) brainstorming solutions, (3) choosing the best option which involved one approach: (3.1) negotiation based on the shared important principles, and (4) implementing the decided option. The second characteristics focused on actions or the adaptation process after the previous approaches failed. It consisted of three steps, namely (1) brainstorming solutions, (2) choosing the best option which involved four approaches: (2.1) creating impression and interestingness in differences, (2.2) creating trust in relevant people with differences, (2.3) creating confidence in quality and benefits of differences, (2.4) negotiation based on the shared important principles, and (3) implementing the decided option. 3) The cooperation arising from the adaptation of Yuan people and people of other cultures consisted of two types, namely 3.1) the social groups with two sub-types, namely (1) occupational groups and (2) conservative groups, and 3.2) the non-social groups with two sub-types, namely (1) cultural cooperation networks and (2) using cultural identities to generate income. 4) There were two problems and four obstacles in the adaptation to create cooperation on differences among groups of people, namely (1) stagnation and loss of certain ethnic identities and (2) lack of ethnic awareness and identities which were clear and strong in the beginning. In addition, four obstacles were identified, namely (1) adherence to original beliefs, (2) lack of new-generation village sages or cultural experts, (.3) lack of educational personnel in the community educational institutions to cooperate in cultural work, and (4) participation in thinking and making decisions from a large number of stakeholders. 5) Six suggestions for the adaptation to create cooperation on differences among groups of people were as follows. (1) The societies or communities dealing with conflicts should create a sincere, trustworthy and relaxing environment in the relationship between the parties, which should be done before the negotiation. (2) Positively changing people’s behaviours should be promoted rather than verbal expression or negotiation. (3) When expressing opinions and deciding on solutions to solve problems, it should be specific to the individual with knowledge and expertise about problems and solutions to reduce the time in operation. (4) Past valuable experiences gained without direct experience can be proposed to a social space to create acceptance and cooperation among parties. (5) Creating a sincere and trustworthy environment is important to creating cooperation, and it should be constant and continuous. (6) Creating historical stories that indicate fraternity is an integrative mechanism to promote good relationships and unity between the parties.
- ItemGENEALOGY OF THAI CULTURAL POLICYPhichai Ratnatilaka na Bhuket; พิชาย รัตนดิลก ณ ภูเก็ต; National Institute of Development Administration. Graduate School of Social Development and Management Strategy (National Institute of Development Administration, 7/6/2024)The study of Thailand cultural policy is qualitative research using methodology based on genealogy to review “cultural policy” of Thailand. The objectives of this study are 1. to study and analyze Thailand cultural policy of each period in discourse perspective and related context and 2. to analyze practices and situations that cultural policies express themselves to show the connection between the content of Thailand cultural policy, practices and related strategies and the results of cultural policy. The study was indicated that Thailand cultural policy in the era of Plaek Phibunsongkhram (P. Phibunsongkhram) was considered the first period of using “culture” to drive into policy which was important national agenda under “Nation-building Culture” discourse. During the era of Field Marshal P. Phibunsongkhram, this discourse had become secured and had long been sealing at basic consumption level in Thai society before entering the era of Field Marshal Sarit Thanarat who built “Good traditional culture” discourse to significantly emphasize once again against social and political context. This resulted in the development guidelines that held on to “Good traditional culture” discourse remain in long development agenda which mainly gave priority to national culture until modern economic development. This was considered main challenge against cultural policy as seen in modern Thailand cultural policy under “Cultural Capital” discourse which placed development goals to accord with modern economic development.
- ItemENHANCING SMALL AND MEDIUM-SIZED ENTERPRISE INNOVATION PERFORMANCE:ROLE OF ACCOUNTING INFORMATION SYSTEMS, RESOURCE INTEGRATION, RESOURCE SCARCITY, AND ADAPTABILITYVesarach Aumeboonsuke; เวสารัช เอื้อมบุญสุข; National Institute of Development Administration. International College, (National Institute of Development Administration, 7/6/2024)This study aims to analyze how Accounting Information Systems (AIS) impact the innovation performance of Small and Medium-sized Enterprises (SMEs). Our research specifically focuses on three independent variables within AIS: AIS-Human Capital, AIS-Process Skills, and AIS-System Capability. Additionally, we examine Resource Integration Capability and Scarcity of Resource as mediating variables. To comprehensively investigate these relationships, we introduce Adaptability Capability as a moderating variable. For this study, it has been conducted research in five key regions of Chinese SME activity—Shenzhen, Shanghai, Nanjing, Guangzhou, and Beijing. Employing a snowball sampling method, which was distributed 550 questionnaires and received 487 responses. Using SmartPLS for questionnaire analysis, the findings highlight the significant mediating roles of Resource Integration Capability and Scarcity Of Resource between AIS and innovation performance in SMEs. Essentially, effective AIS can integrate accounting information, offer crucial decision support, and enhance innovation performance by providing valuable yet scarce resources compared to other enterprises. Furthermore, Adaptability Capability acts as a positive moderating factor. The more adaptable the AIS is to changing environments, the more positively it influences innovation performance in enterprises.
- ItemTHE INFLUENCING FACTORS AND MECHANISMS OF THE ENDOGENOUS MOTIVATION OF PREVENTING POVERTY RETURN AMONG THE PEOPLE OUT OF POVERTY IN CHINA: A SOCIAL CAPITAL PERSPECTIVEZhongwu Li; Zhongwu Li; National Institute of Development Administration. International College, (National Institute of Development Administration, 5/1/2024)By the end of 2021, China had fully escaped absolute poverty, and by the end of August 2021, China had identified more than 5 million people as being subject to monitoring to prevent them from returning to poverty. Of these, more than 76% had eliminated the risk of returning to poverty, but about 24% were still at risk. The risk of returning to poverty exists because of policy and objective factors, such as policy withdrawal, and individual subjective factors, such as welfare dependence or a lack of willingness to escape poverty. Individuals may lack the motivation to escape poverty, and the elimination of absolute poverty is likely to be temporary. Once the national support policy is loosened after full-scale poverty eradication, there is a high risk of people returning to poverty or falling into relative poverty. The key to eliminating poverty is adherence to the principle of people-centredness. Individuals are not only the target of poverty management but also the main body of poverty eradication. Individuals’ lack of endogenous motivation to eliminate poverty is a fundamental factor in the return to poverty; therefore, enhancing endogenous motivation for poverty elimination inhouseholds and blocking the path of dependence on poverty are the key factors forrealising real poverty eradication. To investigate the internal mechanism influencing endogenous motivation for poverty elimination, this study takes as its theoretical basis drive theory, self-determination theory (SDT), and social capital theory, and constructs a conceptual model for preventing the return to poverty based on the results of the previous research and incorporating social capital; autonomy needs, competence needs and relatedness needs; perception of government support; and endogenous motivation for poverty elimination. Social capital is the independent variable; autonomy needs, competence needs and relatedness needs are the mediating variables; and perception of government supportthe moderating variable. Endogenous motivation for poverty elimination is the dependent variable, while gender, marital status, education level, number of children and age are thecontrol variables. The research hypotheses and pathway relationships between the variables were verified using AMOS and SPSS analysis tools. The results showed that 12 of the 14 research hypotheses were supported, and it appears that social capital has a significant positive effect on autonomy needs, competence and relatedness needs, as well as endogenous motivation for poverty elimination. Autonomy, competence and relatedness needs have a significant positive effect on endogenous motivation for poverty elimination. Autonomy, competence, and relatedness needs all mediate between social capital and endogenous motivation, but only partially. Perception of government support positively moderates the relationships between competence needs, social capital and endogenous motivation, but does not moderate thatbetween autonomy needs, relatedness needs, and endogenous motivation. It is thus clear that the withdrawal of government support policies does not always have an impact on the return to poverty. The empirical results of this study have important academic value and practical significance. Based on the results, we propose suggestions for the government and relevant departments to stimulate the endogenous motivation of people who have been lifted out of poverty in China to prevent theirreturn to poverty by, for example, enhancing the level of knowledge of and satisfaction with the government’s support to improve their perceptions of that support, thus stimulating their endogenous motivation for poverty elimination. By building social organisational networks, expanding social trust, creating a nurturing environment for the public spirit and basic social norms, we can improve the social relationships, trust and behavioural norms of individuals in various activities to increase their social capital and ensure that theirbasic psychological needs are satisfied, thus stimulating the endogenous motivation to prevent individuals from returning to poverty.
- ItemTHE ROLE OF EXPLICIT AND IMPLICIT KNOWLEDGE-SHARING BEHAVIORS IN ENHANCING ENTERPRISE INNOVATION: AN EMPIRICAL STUDYVesarach Aumeboonsuke; เวสารัช เอื้อมบุญสุข; National Institute of Development Administration. International College, (National Institute of Development Administration, 7/6/2024)In the contemporary era of the knowledge economy, the effective management and sharing of knowledge have become pivotal for enterprises to maintain a competitive edge and foster sustainable growth. This paper examines the multifaceted dynamics of knowledge management, innovation, and sustainable development across different sectors, focusing on high-tech enterprises and the pivotal realm of new materials. In high-tech enterprises, the amalgamation of knowledge management practices and innovative business models serves as a catalyst for forging sustainable competitive advantages. However, these enterprises face challenges in knowledge updates and sharing, influencing their development trajectory. Investigating the factors impacting employees' knowledge sharing behavior becomes imperative to fortify knowledge management and enhance innovation capabilities. Moreover, within the realm of new materials, China confronts challenges in the development of critical materials pivotal for smart manufacturing, hindering the transition to mid-to-high-end manufacturing. Augmenting research and development investments in new materials stands essential for China to propel intelligent manufacturing and advance towards mid-to-high-end manufacturing. The study delves into the alignment of new material high-tech enterprises with SDG 9 (Industry, Innovation, and Infrastructure), highlighting the role of innovation in ongoing sustainable development. It emphasizes cultivating an innovation-driven ethos, robust knowledge management frameworks, external collaborations, and inventive strategies to shape the future business landscape. Furthermore, the research explores the interconnectedness of knowledge sharing attitudes, cultural values, leadership styles, and perceived enterprise innovativeness within high-tech new material enterprises. It unveils the direct impact mechanisms, mediating effects, and moderating influences of these factors on perceived enterprise innovation capabilities, offering both theoretical insights and practical implications for fostering innovation within the new materials sector. In conclusion, effective knowledge management, inclusive knowledge sharing, and innovation-centric approaches stand as imperative cornerstones for enterprises, especially high-tech new material industries, to drive sustainable development, enhance competitive advantages, and contribute meaningfully to global sustainable development agendas.
- ItemHOW TRANSFORMATIONAL LEADERSHIP AFFECT INNOVATIVE WORK BEHAVIOR, EMPLOYEE ENGAGEMENT, AND JOB PERFORMANCE OF FACULTY MEMBERS AT UNIVERSITIES IN BANGLADESH AND THAILAND: THE ROLE OF INNOVATIVE CLIMATE, PARTICIPATIVE DECISION MAKING, AND PSYCHOLOGICAL EMPOWERMENTPeerayuth Charoensukmongkol; พีรยุทธ เจริญสุขมงคล; National Institute of Development Administration. International College, (National Institute of Development Administration, 5/1/2024)For universities to be efficient and stay competitive, they need quality faculty members who are knowledgeable and skilled in teaching, research, and academic activities. In order to have higher faculty performance, universities must foster a supportive work environment and involve them in decision-making, so the faculty members feel empowered and be innovative at work. Essentially, the ability of university faculty members to learn the necessary work behaviors will be greatly influenced by their immediate supervisors. Hence, departmental unit leaders must possess certain leadership traits in order to promote innovative work behavior, engagement and help them perform effectively. Given this, transformational leadership is the prominent leadership style that is highly efficient and constructive to deeply engage their followers and motivate them to go above and beyond their transactional obligations. Despite some evidence about the benefits of transformational leadership in the educational context, there is little study that compares the impact of transformational leadership across countries employing samples from various countries. The first objective of this study is to analyze the effect of departmental units’ transformational leadership on (1) Innovative Work Behavior, (2) Employee Engagement, and (3) Job Performance of their subordinates. The second objective is to examine whether these benefits of transformational leadership could be mediated by (i) Innovative climate and (ii) Participative Decision Making. In addition, the study compares whether transformational leadership’s benefits on innovative climate, participative decision making, and psychological empowerment could be the same for employees in Bangladesh and Thailand, which differ in the levels of power distance. Survey data were collected from 243 faculty members from Bangladesh and 214 faculty members from Thailand. The study used Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the data. The results revealed that the departmental heads who exhibited transformational leadership were likely to foster a stronger innovative climate, encourage their members to participate more in decision making, and help their members develop higher psychological empowerment. The mediating effect findings also showed that innovative climates fostered by the departmental heads with transformational leadership tended to enhance the psychological empowerment of faculty members, making them demonstrate a higher level of innovative work behavior, better performance, and higher engagement. Furthermore, the moderating effect analysis showed that the impacts of transformational leadership on innovative climate and psychological empowerment were stronger for the faculty members of Thailand than for the faculty members of Bangladesh. The results offer new empirical evidence that expands the existing knowledge boundaries within transformational leadership literature. Furthermore, the findings of this study align with Sustainable Development Goal number 8 (SDG 8), which endeavors to promote productive employment, decent work, and economic development. Given that universities are the backbone of sustainable economic development, this research suggests that transformational leadership development should be considered as a policy to help the universities enhance competencies of their faculty members, who are the key driving force for achieving this goal.