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The purpose of this article is to compare Thai students with Indonesian students in regard to the impact of four service quality dimensions on student satisfaction and the learning outcomes of online courses.

Samples were 352 Indonesian and 380 Thai students who were in bachelor's degree programmes and experienced online course services.

For Thai samples, however, the strongest dimension of service quality affecting student satisfaction is reliability, followed by responsiveness and competence, accordingly. For Indonesian samples, the strongest effect service quality dimension affecting student satisfaction is empathy, followed by responsiveness, competence and reliability.

First, the sample consisted of online course students from two countries, Thailand and Indonesia. The findings may not be generalized to other countries where teaching and learning cultures are largely different. Second, four service quality dimensions were examined for their influence on student satisfaction, which consequently affects learning outcomes.

Firstly, instructors should strictly follow what they promise to their students. Secondly, a communication network should be developed to minimize possible misunderstandings. Thirdly, faculty administrations should provide training programmes for online instructors to enhance their competence. Lastly, online instructors need appropriate support mechanisms for technical issues and mishaps that students may face in technology-enhanced learning environments.

This study performs an original survey conducted in Thailand and Indonesia and reports the results based on the data analysis and the interpretation of research findings.

This study aims to examine the influence of condominium attributes on resident satisfaction and word of mouth from the perspectives of the elderly in Thailand.

Data were collected from 338 elderly residents through a questionnaire survey and analysed by using descriptive statistics and structural equation modelling procedures.

The results showed that the strongest predictor of resident satisfaction was design functionality, followed by social environment, safety and security and service quality. In addition, the strongest predictor of word of mouth was safety and security, followed by design functionality, proximity, service quality and social environment.

The data were drawn at the level of the overall characteristics of elderly residents. People may be different in terms of their demographic characters such as gender, age, and user experience.

The study suggests that condominium developers and designers should pay attention to design functionality both physically and mentally such as suitable materials, lighting and common areas. Moreover, the developers should focus on the proximity of the nearest hospitals, safety and security measures, well-trained security personnel and social activity arrangement.

Elderly condominium markets are increasingly growing as a result of the ageing society in Thailand. However, very few empirical studies investigate condominium attributes that affect resident satisfaction and word of mouth provided by real estate developers. The paper aims to determine driving factors that enhance the better well-being of elderly residents.

This paper aims to examine the impact of dynamic capabilities of new product development (NPD) team on project performance, including efficiency and effectiveness.

Data were collected from NPD team members who have worked on radical new product projects in large manufacturing firms in Thailand. Respondents represented different departments, including research and development (R&D), quality control, production and marketing. These individuals worked in a wide range of large manufacturing industries with an average of more than 500 employees. These industries include food, automotive, auto parts and electric and electronics products.

The results indicate that NPD team with sensing, learning and integrating capabilities can increase project effectiveness. In addition, teams with high learning, integrating and coordinating capabilities will enhance project efficiency.

First, the research findings may not be generalizable in all aspects to other industries. Second, the use of cross-sectional data in this study may not be appropriate for testing causal relationships among constructs. Third, although the samples of this study were from a wide range of functional areas, the majority were R&D personnel.

To improve project effectiveness, project managers should consider investing in information technologies that provide a wide range of information sources, such as business research databases and academic journals. To improve project efficiency, the managers can establish both formal and informal activities during NPD projects. These social activities can provide opportunities for team members to physically meet and adjust their personal behavior to get along with each other.

These findings provide a wider picture of the beneficial role of dynamic capabilities of NPD teams toward project performance, including efficiency and effectiveness.

This article aims to examine the impact of leadership styles on new product development (NPD) and how product innovativeness of NPD projects moderates this impact. The results reveal the implications of different product innovativeness for leaders of NPD projects in achieving successful outcomes.

Data were collected through a questionnaire survey of NPD team members who were involved in NPD. Participants were employees from different departments, including research and development (R&D), quality control (QC), production and marketing. These individuals worked in innovative manufacturing industries such as automotive and auto parts and electronics.

Results show that transformational leadership has a significantly positive effect on new product success and NPD speed, whereas transactional leadership has a significantly negative effect on both outcomes. Furthermore, the positive impact of transformational leadership on new product success for high innovativeness is stronger than for low innovativeness. In addition, the negative impact of transactional leadership on both new product success and speed for high innovativeness is stronger than for low innovativeness.

First, the sample size was fairly small because of limited access to middle-level management and low willingness to share information involving the firms' production. Second, since both transformational and transactional leaderships are multidimensional, each dimension may affect performance in different ways. Third, the respondents were mainly from a single department which could omit varying perspectives.

The research findings provide recommendations on how different leadership styles support team members to effectively perform NPD tasks in either high or low innovativeness.

This study extends the theory of leadership by providing a holistic understanding of how leadership styles affect NPD performance. It also extends the understanding of how the impact of two different leadership styles on NPD performance is moderated by product innovativeness.

The purpose of this study is to explore the phenomenon of acculturation in new product development (NPD) teams in a multicultural working environment. This paper provides recommendations for multinational companies (MNCs) in dealing with problems among team members from different cultures.

Data were collected through 24 in‐depth interviews with local middle‐level managers (e.g. R&D, marketing managers) and expatriates working on NPD projects in MNC subsidiaries located in Thailand. A qualitative method was employed to explore and attain insightful information about the acculturation of local NPD members when working with expatriates.

Results show that local NPD team members may acculturate themselves to foreign work culture when they have regular contact with expatriates during the product development process. The acculturation may also affect the team performance and the relationship among team members. Cultural training programs for local NPD team members are recommended.

Since this qualitative pilot research has a rather small sample size of cases, it limits the ability to generalize the findings. The findings from MNCs subsidiaries may not represent all other cultures of MNCs operating in Thailand.

The findings of this study significantly contribute to MNCs from North America and Asia that develop new products in Thailand. Cultural training programs and frequent and two‐way communications are suggested to increase the familiarity of local employees with the foreign work culture, to develop mutual objectives, and to promote shared interests among multicultural NPD team members.

This study extends the application of acculturation of local NPD team members within a multicultural setting, which has been rarely explored. Theoretically, the findings provide an in‐depth understanding of the local managers' acculturation pattern found in NPD teams. Also, it provides recommendations on how to support the local NPD team members more effectively in adopting critical values of the parent firm's culture so as to achieve NPD tasks facing less miscommunication and improving project performance.