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»Ń¨¨Ń¢Ѻŕ¤Ĺ×čÍąˇŇèѴˇŇĂÍÂčҧÁŐ¤ÇŇÁĂŃşĽÔ´ŞÍşµčÍĘѧ¤Á |
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Received: Accepted: |
Dr.Kanokkarn Tevapitak Cooke Lecturer of Business
Management, Ubon Ratchathani
Business School, Ubon Ratchathani
University (Corresponding Author) Dr.M. John Foster Emeritus Fellow of
Kingston Business School, Kingston University,
London, United Kingdom |
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ÇŃą·Őčä´éĂŃşµéą©şŃşş·¤ÇŇÁ : ÇŃą·Őčáˇé䢻ĂŃş»Ăاş·¤ÇŇÁ : ÇŃą·ŐčµÍşĂŃşµŐľÔÁľěş·¤ÇŇÁ |
´Ă.ˇąˇˇŇąµě
ŕ·ÇҾԷѡÉě ¤Ř¤¤ě ÍҨŇĂÂě»ĂШÓĘҢŇÇԪҡŇèѴˇŇøŘáԨ ¤łĐşĂÔËŇĂČŇʵĂě
ÁËŇÇÔ·ÂŇĹŃÂÍŘşĹĂŇŞ¸ŇąŐ (ĽŮé»ĂĐĘŇą§ŇąËĹѡ) ´Ă.ŕÍçÁ ¨ÍËěą żÍĘŕµÍĂě ČŇʵĂҨŇĂÂěˇÔµµÔ¤Řł ¤Ô§ĘěµŃąşÔ«ÔŕąĘʤŮĹ
ÁËŇÇÔ·ÂŇĹѤԧĘěµŃą ĹÍą´Íą ĘËĂŇŞÍҳҨѡà |
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Keywords: Socially Responsible Management (SRM), The
Theory of Planned Behavior (TPB), Thai SMEs, Human Resource Management (HRM). |
ABSTRACT Socially Responsible
Management (SRM) embeds social responsibility in business operations,
especially employment practices, shaping how entrepreneurs treat workers and
affecting employee well-being. This study asks: (1) How do Thai agro-industrial SMEs implement SRM in training, fair wages,
and workplace safety? (2) What factors motivate adoption? We use a
mixed-methods design: a cross-sectional survey of 47 agro-industrial
SMEs (owner-managers) in Ubon Ratchathani
with structural equation modelling, plus semi-structured interviews coded thematically.
Results indicate that
external drivers-laws, buyer/regulatory standards, and perceived business
benefits are more salient than intrinsic attitudes. By block, training
intentions hinge on perceived behavioural control
perceived business benefits and production standards; fair wages hinge on law
compliance, perceived business benefits, attitudes, and norms; and safety
environment hinges on regulation, attitude, and norms. Intentions did not
consistently translate into behaviour, pointing to
an intention–behaviour gap under time, cost, and
capability pressures. We outline light-touch, practice-specific
supports-brief GMP/HACCP refreshers with an implementation-intention planner
(training), a one-page wage-audit with peer benchmarking (fair wages), and
quarterly educational safety walkthroughs (safety)-to be delivered via
provincial and buyer networks with simple uptake indicators. Future research
should test moderators/mediators (resources, enforcement, routines) and
evaluate cluster pilots that strengthen perceived control and convert
intentions into action. |
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¤ÓĘÓ¤Ń : ˇŇèѴˇŇĂÍÂčҧÁŐ¤ÇŇÁĂŃşĽÔ´ŞÍşµčÍĘѧ¤Á
·ÄɮվĵԡĂĂÁµŇÁἹ
ÇÔĘŇˡԨ˘ąŇ´ˇĹҧáĹТąŇ´ÂčÍÁ˘Í§ä·Â ˇŇèѴˇŇĂ·ĂŃľÂҡĂÁąŘÉÂě |
ş·¤Ń´ÂčÍ ˇŇèѴˇŇĂ·ŐčÁŐ¤ÇŇÁĂŃşĽÔ´ŞÍşµčÍĘѧ¤Á
(Socially Responsible
Management: SRM) ¤×Í
ˇŇýѧáąÇ¤Ô´¤ÇŇÁĂŃşĽÔ´ŞÍşµčÍĘѧ¤ÁäÇé㹡ĂкǹˇŇĂ´ÓŕąÔą¸ŘáԨ
â´Âŕ©ľŇĐáąÇ»ŻÔşŃµÔ´éŇąˇŇèéҧ§Ňą
«Ö觡ÓËą´ÇÔ¸Ő·ŐčĽŮé»ĂСͺˇŇĂ»ŻÔşŃµÔµčÍáç§ŇąáĹĐĘ觼ŵčͤسŔŇľŞŐÇÔµˇŇ÷ӧҹ˘Í§ľąŃˇ§Ňą
§ŇąÇÔ¨ŃÂąŐéÁŘ觵ͺ¤Ó¶ŇÁÇčŇ (1) ÇÔĘŇˡԨ˘ąŇ´ˇĹҧáĹТąŇ´ÂčÍÁăąÍصĘŇˡĂĂÁˇŇĂŕˇÉµĂăą»ĂĐŕ·Čä·Â´ÓŕąÔąˇŇĂ
SRM ăą´éŇąˇŇý֡ͺĂÁ ¤čҨéҧ·Őčŕ»çą¸ĂĂÁ
áĹФÇŇÁ»ĹÍ´ŔŃÂ㹡Ň÷ӧҹÍÂčҧäĂ áĹĐ (2)
»Ń¨¨ŃÂ㴨٧ă¨ăËéŕˇÔ´ˇŇĂÂÍÁĂŃşáĹĐąÓËĹѡˇŇäÇŇÁĂŃşĽÔ´ŞÍşµčÍĘѧ¤Á´Ń§ˇĹčŇÇä»ăŞé §ŇąÇÔ¨ŃÂăŞéĂĐŕşŐÂşÇÔ¸ŐáşşĽĘÁĽĘŇą
»ĂСͺ´éÇ¡ŇĂăŞéáşşĘÍş¶ŇÁáşşŔҤµŃ´˘Çҧ㹡ĹŘčÁÇÔĘŇˡԨ˘ąŇ´ˇĹҧáĹТąŇ´ÂčÍÁÍصĘŇˡĂĂÁˇŇĂŕˇÉµĂ¨ÓąÇą
47 áËč§ăą¨Ń§ËÇŃ´ÍŘşĹĂŇŞ¸ŇąŐ (ĽŮéµÍş¤×Í ŕ¨éҢͧ/ĽŮé¨Ń´ˇŇĂ)
ÇÔŕ¤ĂŇĐËě´éÇÂáşş¨ÓĹͧĘÁˇŇĂâ¤Ă§ĘĂéҧ (SEM) ¤Çş¤ŮčˇŃşˇŇĂĘŃÁŔŇÉłěˇÖč§â¤Ă§ĘĂéҧáĹСŇöʹĂËŃĘŕŞÔ§»ĂĐŕ´çą ĽĹˇŇĂÇÔ¨ŃÂŞŐéÇčŇ
áçĽĹѡ´ŃąŔŇ¹͡ ä´éáˇč ˇ®ËÁŇ Áҵðҹ˘Í§ĽŮé«×éÍ/ËąčǧҹˇÓˇŃş´ŮáĹ
áĹСŇĂĂŃşĂŮé»ĂĐâÂŞąě·Ň§¸ŘáԨÁŐÍÔ·¸ÔľĹŕ´čąŞŃ´ˇÇčŇ·ŃČą¤µÔŔŇÂ㹢ͧĽŮé»ĂСͺˇŇĂ
ŕÁ×čÍľÔ¨ŇĂłŇŕ»çąĂŇ´éŇą ľşÇčŇ “¤ÇŇÁµŃé§ă¨ăËéˇŇý֡ͺĂÁ” ä´éĂŃşÍÔ·¸ÔľĹ¨ŇˇˇŇĂĂŃşĂŮéˇŇäǺ¤ŘÁ
¤ÇŇÁ¤Ň´ËÇѧµčÍ»ĂĐâÂŞąě·Ň§¸ŘáԨăąÍąŇ¤µáĹĐÁҵðҹˇŇĂĽĹÔµŕ»çąĘÓ¤Ń
“¤ÇŇÁµŃé§ă¨¨čҤčҨéҧ·Őčŕ»çą¸ĂĂÁ” ÁŐ¤ÇŇÁŕŞ×čÍÁ⧡Ѻ¤ÇŇÁµéͧˇŇĂ·ÓµŇÁˇ®ËÁŇÂ
¤ÇŇÁ¤Ň´ËÇѧµčÍ»ĂĐâÂŞąě·Ň§¸ŘáԨăąÍąŇ¤µ ·ŃČą¤µÔáĹĐşĂĂ·Ń´°ŇąŕŞÔ§ÍѵÇÔĘŃ áĹĐ “¤ÇŇÁµŃé§ă¨·Őč¨Đ·ÓăËéÁŐ¤ÇŇÁ»ĹÍ´ŔŃÂ㹡Ň÷ӧҹ”
¶Ůˇ˘Ńşŕ¤Ĺ×čÍąâ´Âˇ®ĂĐŕşŐÂş ·ŃČą¤µÔáĹĐşĂĂ·Ń´°ŇąŕŞÔ§ÍѵÇÔĘŃ ·Ń駹Őé
¤ÇŇÁµŃé§ă¨´Ń§ˇĹčŇÇÁÔä´éá»Ăŕ»çąľÄµÔˇĂĂÁÍÂčҧĘÁčÓŕĘÁÍ
ĘĐ·éÍąŞčͧÇčҧĂĐËÇčҧ¤ÇŇÁµŃé§ă¨ˇŃşˇŇĂ»ŻÔşŃµÔŔŇÂăµé˘éͨӡѴ´éŇąŕÇĹŇ µéą·Řą
áĹТմ¤ÇŇÁĘŇÁŇö ş·¤ÇŇÁąŐéŕʹ͹ĐÇčŇ ĘÓËĂŃşˇŇý֡ͺĂÁ
¤ÇĂÁŐˇŇĂăŞéŕ¤Ă×čͧÁ×ÍʹѺʹعÍÂčҧ§čŇÂáĹĐÁŐ¤ÇŇÁŕ©ľŇĐŕ¨ŇШ§ăą´éŇąˇŇĂ»ŻÔşŃµÔ
ä´éáˇč ¤ŮčÁ×Í GMP/HACCP ÍÂčҧÂčÍ
ľĂéÍÁ¤ŮčÁ×͡ŇĂÇҧἹ·Őč¨Đŕ»ĹŐčÂą¤ÇŇÁµŃé§ă¨ä»ĘŮčˇŇĂ»ŻÔşŃµÔ§Ňą¨ĂÔ§
ĘčÇąˇŇèčҤčҨéҧ·Őčŕ»çą¸ĂĂÁąŃéą Ę¶Ňą»ĂСͺˇŇäÇĂÁŐáşşżÍĂěÁµĂǨĘÍş¤čҨéҧŕľ×čÍŕ·ŐÂşŕ¤Ő§ˇŃşşĂÔÉѷ㹡ĹŘčÁÍصĘŇˡĂĂÁŕ´ŐÂǡѹ
áĹĐÁŐˇÔ¨ˇĂĂÁ “ŕ´ÔąµĂǨ¤ÇŇÁ»ĹÍ´ŔŃ”
ĂŇÂäµĂÁŇĘŕŞÔ§ăËé¤ÇŇÁĂŮéĘÓËĂŃşˇŇĂĘĂéҧ¤ÇŇÁ»ĹÍ´ŔŃÂăąĘ¶Ňą·Őč·Ó§Ňąâ´ÂăËé´ÓŕąÔąĽčŇąŕ¤Ă×͢čŇÂĂĐ´Ńş¨Ń§ËÇŃ´áĹĐĽŮé«×éÍ
ľĂéÍÁµŃÇŞŐéÇŃ´ÍÂčҧ§čŇÂĘÓËĂŃşˇŇĂąÓä»ăŞé §ŇąÇÔ¨ŃÂăąÍąŇ¤µ¤ÇĂ·´ĘÍşµŃÇá»ĂˇÓˇŃşáĹеŃÇá»ĂˇĹҧ
(·ĂŃľÂҡà ˇŇúѧ¤ŃşăŞé ˘Ń鹵͹»ŻÔşŃµÔ§Ňą) áĹĐ»ĂĐŕÁÔąâ¤Ă§ˇŇĂąÓĂčͧ˘Í§ˇĹŘčÁ¤ĹŃĘŕµÍĂě·ŐčŕĘĂÔÁˇŇĂĂŃşĂŮéˇŇäǺ¤ŘÁáĹĐá»Ĺ§¤ÇŇÁµŃé§ă¨ŕ»çąˇŇĂ»ŻÔşŃµÔ¨ĂÔ§ |
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HOW TO
CITE |
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Cooke, K. T., & Foster, M. J. (2026). Drivers of
socially responsible management in Thai SMEs: Evidence from employment
practices using the theory of planned behavior. Journal of Business
Administration, 49(189), 57–94. https://doi.org/10.14456/jba.2026.3 |
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