Guidelines for Developing the Organizational Identity of the Royal Thai Air Force

Abstract

The objectives of this research were 1) to examine the problems and needs related to the use of organizational identity of the Royal Thai Air Force, and 2) propose development guidelines and a Corporate Identity Manual applicable within a national security organization undergoing digital transformation. A qualitative research approach was employed. Data were collected through in-depth interviews with 10 key informants, divided into three groups: 1) policy-level executives (3 persons), 2) operational communication personnel (5 persons), and 3) external experts (2 persons), along with document and media analysis. The data were analyzed using content analysis and thematic synthesis.
The findings revealed four major systemic constraints: 1) inconsistency in the application of identity elements across organizational units, 2) ambiguity in the use of colors, symbols, and visual components, 3) a gap in translating identity policies into operational practices, and 4) limitations in public perception within the contemporary communication context. In addition, the study proposes organizational identity development as a strategic communication system, with key guidelines including: 1) establishing a central governing body for identity management, 2) developing a standardized corporate identity manual, 3) creating mechanisms for effective policy implementation, and 4) enhancing strategic communication to strengthen public perception. These approaches aimed to ensure coherence, credibility, and long-term consistency of the organizational image.