A comparative study of policy process between One Tambon Product (OTOP) of Thailand and One Village One Product (OVOP)

dc.contributor.advisorSurasit Vajirakachornth
dc.contributor.authorWatunyu Jaiborisudhith
dc.descriptionThesis (Ph.D. (Social Development Administration))--National Institute of Development Administration, 2019th
dc.description.abstractThe study examines processes of policy agenda, policy formulation and policy implementation between OTOP policy and OVOP policy. The process of policy agenda is analyzed using John Kingdon's multiple streams model, the process of policy formulation is analyzed using the iron triangle model, and the process of policy implementation is analyzed using the top - down and the bottom - up approach. The three principles of OVOP movement are further brought to analyze OTOP policy process. The were as follow: 1) The comparative analysis of policy agenda between OTOP and OVOP. In the comparative analysis of problem stream showed that Thailand and Japan have different levels of problems and impacts. The financial crisis in 1997 involved with OTOP policy is a national problem, whereas the economic stagnation of Oita prefecture involved with OVOP is a provincial problem. In the comparative analysis of policy stream, the policy within the primeval soup of Thailand is shaped by the ruling/ political elites, while that of Japan comes from intention of villagers. In the comparative analysis of political stream reveals that OTOP and OVOP policies had the reason. OTOP policy is motivated by election victory of Thai Rak Thai party (TRT) in 2001, brought Thaksin Shinawatra into the prime minister office. OVOP policy is also motivated by being elected as the Oita governor of Morihiko Hiramatsu. The study further found that in both cases the political stream was the most important stream in the agenda setting. And, when the three streams were converged, a policy window of OTOP and OVOP were opened. The policy entrepreneurs of OTOP were TRT advisors shaping the policy into the policy agenda under Thaksin’s decision. In case of OVOP, Hiramatsu played a role as a policy entrepreneur influencing the policy into the policy agenda under his own decision. 2) The comparative analysis of policy formulation between OTOP and OVOP by using the iron triangle framework. The researcher found that Thaksin and TRT party was hope of Thai people for recovering the 1997 economic crisis. The study also suggests that TRT of Thaksin gained power over the iron triangle of policy making including the political group, business sector, and bureaucracy in this case. The party can formulate OTOP as a public policy smoothly with the efficiency structure, organization and integration. In case of OVOP, the policy is advocated solely by Hiramatsu, no the iron triangle involved with liked in the OTOP case. 3) The comparative analysis of policy implementation between OTOP and OVOP by using the top-down and bottom-up approach, and 3 principles of OVOP movement. The research showed OTOP policy implementation was in the line with the top-down approach. The government mainly guided, initiated, controlled, and developed OTOP policy and projects. In contrast to OVOP, the policy implementation was in the line of the bottom-up approach. Villagers played a major role in policy implementation. In addition, comparing the three principles of OVOP movement with OTOP revealed that in a principle of Local to Global, OTOP products lacked universality and identity, while OVOP products were developed from local resource as well as created outstandingly and uniquely. In term of Self-Reliance and Creativity, Thai government was a main actor in OTOP policy meanwhile villagers were a main actor in OVOP policy. Oita villagers were supported by the prefecture in technology, marketing, and so on. Furthermore, the OVOP policy attached little importance to the loaned money. In principle of Human Resource Development, OTOP gave priority to develop products and disregarded human resource development. On the contrary, OVOP set its ultimate goal in developing human resource by establishing the village leader development school (Toyo no Kuni Zukuri Juku) to develop the village leaders, building a network for exchanging knowledge and information, as well as conducting a study visit in ordor to gain more knowledge for community development.th
dc.format.extent258 leavesth
dc.publisherNational Institute of Development Administrationth
dc.rightsThis work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.th
dc.subject.otherProduct managementth
dc.titleA comparative study of policy process between One Tambon Product (OTOP) of Thailand and One Village One Product (OVOP)th
dc.typetext--thesis--doctoral thesisth
mods.physicalLocationNational Institute of Development Administration. Library and Information Centerth
thesis.degree.departmentSchool of Social and Environmental Developmentth
thesis.degree.disciplineSocial Development Administrationth
thesis.degree.grantorNational Institute of Development Administrationth
thesis.degree.nameDoctor of Philosophyth
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