Modern Management Journal

Factors Affecting Investment Decisions among Generation Y Investors in the Stock Exchange of Thailand

Pannita Chaikunrat — 2024-11-21

The objectives of this study were (1) to study the opinion levels on investment factors among Generation Y investors in the Stock Exchange of Thailand; (2) to study the opinion levels of Generation Y investors regarding investment decisions in the Stock Exchange of Thailand; and (3) to test the investment factors affecting investment decisions of Generation Y investors in the Stock Exchange of Thailand. This study was survey research. The population was unknown Generation Y investors in the Stock Exchange of Thailand. The sample size of this study was determined by using the Cochran method as a total of 400 samples. The samples were selected by randomly convenience sampling. Data were collected through questionnaires. The statistics used for data analysis included frequency, percentage, mean, Standard Deviation, and Multiple Regression Analysis. The findings indicated that (1) the overall opinion level on investment factors among Generation Y investors in the Stock Exchange of Thailand were at a high level. (2) The overall opinion level of Generation Y investors regarding investment decisions in the Stock Exchange of Thailand was at a high level. (3) Factors affecting investment decisions of Generation Y investors in the Stock Exchange of Thailand were economic and political environment, knowledge, understanding and investment experience, and information and firm performance.

Lesson Learned from Driving the National Strategy 2018-2037 of Thailand

Noppadol Udomwisawakul — 2024-11-21

Public policy and strategy begin with ideas and results in action by driving strategy. The executives must supervise the action together. It can be considered from driving the National Strategy 2018-2037 of Thailand. It converts the plan into action with a 3-level plan. The national strategy is the 1st level plan with 6 aspects as a framework for creating the plan to the 2nd level plan, which is a master plan, which has 23 plans and forwards to the 3rd level plan, which is the action plan of each agency. It aligned with the cause-effect relationship under the top-down principle to achieve the vision. Strategic driving can be achieved through (1) dedicated and committed leadership, (2) organizational structure, which is power structure change, (3) change agents that create change across the organization, and (4) organizational culture adjusts the behaviour for mutual success.

EVALUATING BURIRAM'S SUSTAINABLE SPORTS TOURISM MANAGMENT

Peeranthorn Puacharoen — 2024-11-21

This research investigates Buriram, Thailand's impressive transformation into a sustainable sports tourism destination. Analyzing its practices through the Global Sustainable Tourism Council (GSTC) criteria and the McKinsey 7S Framework, the study aligns with the UN Sustainable Development Goals (SDGs). This qualitative research is conducted by literature review and focus group discussions with eleven informants to identify areas for alignment and improvement. Findings highlight Buriram's exemplary sustainable sports tourism model, which contributes positively to economic growth, environmental conservation, and community engagement. The study underscores Buriram's potential as a case study for aspiring other destinations to enhance sustainability in sports tourism, offering valuable insights for industry advancement and SDG attainment.

Developing a model to strengthening base of collaboration in local governance through participatory budgeting

Walaiporn Chinnasri — 2024-11-21

This research article aims to: 1) study the problems in order to analyze the development of a model to strengthen the network base of cooperation in local governance through participatory budgeting. 2) study the contributions of management based on cooperation and participatory budgeting that help strengthen local governance. This study employed qualitative research methods using participatory community analysis techniques (Participatory Rural Appraisal: PRA) with in-depth interviews and small group discussions. The key informants were local government organization leaders, community leaders in the study area, public sector/civil society network, private network, government network, and academic and educational institution network totaling 60 people and Five scholars. The results of the study revealed that the challenges in developing cooperation include: 1) unfavorable regulations and laws 2) a lack of a cooperative culture among the public 3) a lack of motivation and skills in fostering cooperation and 4) the absence of leadership in promoting collaboration. The recommended approaches to enhance cooperation are: 1) involving relevant networks in joint roles 2) establishing mechanisms, regulations, rules, and mutual agreements 3) building trust to ensure transparent management and 4) the role of leadership in collaboration. Therefore, recognizing the significance of strong cooperation as the foundation of local governance through participatory budgeting leads to increased collaboration.

Entrepreneurial Competence Affecting Compettitive Advantages Through Thai-Laos Border Trade Policy: A Case Study of Huai Kon Border Chaloem Phrakiat District, Nan Province

Ponkrit Rakjul — 2024-11-21

This article aims to study (1) the performance of Thai-Lao border trade entrepreneurs, (2) border trade policies that support Thai-Lao border trade entrepreneurs, (3) the competitive advantage of Thai-Lao border trade businesses, and (4) the impact of border trade policy on entrepreneurs' performance, affecting competitive advantage. This is a quantitative study with a population and sample group consisting of 300 border trade entrepreneurs in Chalerm Phra Kiat District, Nan Province, using a questionnaire.

The research findings revealed that (1) the performance of Thai-Lao border trade entrepreneurs was high (mean = 3.65), (2) border trade policies supporting Thai-Lao border trade entrepreneurs were rated high (mean = 3.85), (3) the competitive advantage of Thai-Lao border trade businesses was high (mean = 3.88), and (4) the performance of entrepreneurs and border trade policy had a positive direct impact on competitive advantage. The performance of entrepreneurs had a direct positive impact on border trade policy with a direct effect size of 0.77 and a total effect size of 0.77, statistically significant at the 0.01 level. Border trade policy had a direct positive impact on competitive advantage with a direct effect size of 0.96 and a total effect size of 0.96, statistically significant at the 0.01 level. Entrepreneur performance had a direct positive impact on competitive advantage with a direct effect size of 0.25, statistically significant at the 0.01 level, and also had an indirect positive effect on competitive advantage through border trade policy, with an indirect effect size of 0.65 and a total effect size of 0.90, statistically significant at the 0.01 level. For the prediction coefficient (R2) of the latent variable structural equation model, the R^2 of border trade policy was 0.60, indicating that the variables in the model explained 60% of the variance in border trade policy. The R^2 of competitive advantage was 0.84, indicating that the variables in the model explained 84% of the variance in competitive advantage.