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Purpose: The purpose of this paper is to investigate the role of organizational learning capability in relation to leadership tasks performed by executives and organizational performance by bridging the concepts of organizational learning and NSD. Design/methodology/approach: The NSD processes of seven telecom service providers in Thailand are adopted as the research context. Conceptual framework is developed based on literatures and expert interviews. Multi-item questionnaires are designed mostly based on interviews with 12 experts involving in NSD processes of those seven providers. Survey is conducted with 497 executives and employees in NSD processes of those providers. The structural equation modeling and LISREL 8.72 application are employed in data analyses. Findings: Leadership tasks performed by NSD executives significantly affect the development of organizational learning capability, which in turn significantly affects organizational performance. The effectiveness of executives' leadership tasks and organizational learning capability development are symbiotic. Research limitations/implications: The validation and generalization of the results are still limited to the context of NSD processes of telecom service providers in Thailand. The analyses based on second-order factors and perceptual data. Practical implications: In today's context, NSD process should be managed as the dynamic learning process. The integration of executives plays a key role in facilitating the development of organizational learning capability in such a process. Originality/value: The integrative framework of collective and collaborative leadership tasks, organizational learning capability, and organizational performance are tested empirically and discussed based on real practices. The complementary role of organizational learning capability is introduced.

Purpose There is limited empirical research that investigates issues related to strategy and its execution in facility management (FM) business especially in Thailand. Thus, the purpose of this study is to examine the factors influencing the execution of the strategy of FM companies located in Thailand from employees’ perspective.Design/methodology/approach This study used a qualitative research approach. Five FM companies, both foreign and Thai firms, were selected as case studies in this research because of information accessibility and their leading position and reputation in the FM industry in Thailand. The interviews were conducted with the companies’ Chief Executive Officers (CEOs), directors, managers, officers, engineers, technicians and administrators.Findings The findings indicate that communication, training and development, as well as reward and recognition, are the three main and critical factors in executing the company’s strategy from the employees’ perspective in the FM business.Social implications This study suggests that strategy execution should be built upon a long-term relationship with employees, and company management should recognize the employees’ contribution to the company. Management should also raise employees’ knowledge and understanding of the execution of the company strategy.Originality/value This paper provides an enhanced understanding of employees’ perspective toward strategy execution in the FM business. It offers a basis for further study of human resources practices in the context of the FM business. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to analyze the drivers that influence subsidiaries of international companies in the automobile industry in Thailand and how automobile companies pursue localization in response to these drivers. Design/methodology/approach: Using case research method, examined seven leading automobile manufacturers - Toyota Motor (Thailand); Hino Motors (Thailand); Honda Automobile (Thailand); Isuzu Motors (Thailand); BMW (Thailand); DaimlerChrysler (Thailand); and Auto Alliance (Thailand) - as well as 14 of their dealers and suppliers in Thailand. In total 120 Thai and expatriate managers were interviewed. Findings: Extending the knowledge body from existing research, this study found that there are four drivers for automobile manufacturers to adopt localization strategies. Those are host country characteristics, industry characteristics, company characteristics, and market characteristics. The results show that automobile manufacturers react to drivers by localization of their decision making, building and exploiting knowledge pool of local suppliers and distributors, increasing numbers of Thais at the management level while decreasing the number of expatriates, increasing R&D activities locally, localizing products, increasing usage of local suppliers, adapting manufacturer processes, reinvesting at subsidiary, and localizing corporate image. However, these vary in degree from company to company. Localization strategies produce benefits that go beyond allowing automobile manufactures to compete within the local situation, also enabling them to overcome challenges and use their successes to transform the parent company and other subsidiaries and eventually contribute to the parent company's globalization strategy. Practical implications: Managers in subsidiaries may first implement localization strategies to cope with driver factors to mitigate risks and uncertainty. By adopting localization, managers should not focus only on short term benefits to gain local advantages in host countries, but these advantages at the subsidiary should be transmitted to the parent company and other subsidiaries to build a competitive international strategy. Originality/value: CEOs of subsidiaries in emerging markets can learn what drivers influence localization strategies and how to cope and create local advantages for global competitiveness by implementing wide range of localization strategies. [ABSTRACT FROM AUTHOR]

The research on medium-sized finance companies in Thailand shows that companies with well-organized and managed environmental scanning practices are recovering from the impact of the 1997 financial crisis and are able to respond to the hyper-competitive market context. The industry leaders and followers show two distinct approaches in responding to business environment. The industry leaders focus on short and long-term horizons and are able to influence and better foresee changes in the environment and respond towards these movements more pragmatically.

Use of traditional cosmetics and toiletries manufactured from herbs and plant extracts has been popular in many Asian countries. However, green marketing of these products is rather recent. Encouraged by the growing environmental consciousness on t he part of citizens and a growing market for cosmetics and toiletries, several global and local companies have entered Thailand. An international company, The Body Shop, and a local company, Oriental Princess, have employed green marketing strategies to build their customer base in the Thai market. Using case research method and questionnaire-based surveys, an attempt has been made in this paper to analyze the green marketing strategies of these companies and their impact on consumer attitudes and brand loyalty. The research shows that that the two companies have made honest attempts to adopt green marketing strategies. However, Thai customers consider non-green attributes more important in making their purchase decisions. The two case companies have b een able to create favorable attitudes and enjoy a high degree of brand loyalty. [ABSTRACT FROM AUTHOR]

Purpose – This paper identifies challenges the traditional Thai silk industry has faced during its internationalization, and the public and private responses employed to overcome challenges.Design/methodology/approach – In-depth interviews were conducted with major players along the Thai silk value chain to gain insights into the industry's transformation from a domestic, cottage industry into an international fashion producer.Findings – Thai silk has created a niche market for high-end, cultural products, thus successfully sidestepping direct competition from emerging low-cost producers. The main innovative strategies employed include introducing new products, upgrading quality, attracting new customers, and collaboration between actors all along the silk value chain.Originality/value – This study illustrates how a traditional industry can evolve and successfully adapt to changing consumer demands and competitive landscapes in a globalize economy. [ABSTRACT FROM AUTHOR]