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The purpose of this paper is to propose the knowledge management (KM) model of the Thai “One Tambon One Product” (OTOP) community business by investigating the KM practices of the selected five‐star OTOP businesses of Thailand and identifying the KM factors that affect the success of their businesses.

A qualitative research method was used. The research units were three groups of Thai OTOP Champions with a score of five stars who have become successful in community income building, with national renown and ethnic representations. The research had three phases. Phase 1 was the study of KM practices of top OTOP businesses and factors affecting their successes of these businesses. Data were collected by in‐depth interviews, focus groups, and participatory observations. The informants were the OTOP businesses' administrators, operating staff, and members. Phase 2 involved data analysis and synthesis using content analysis. Phase 3 consisted of the development of a KM model for top OTOP businesses based on the results of Phase 1 and KM theories. The model was confirmed via a seminar technique and expert knowledge.

The findings lead to proposal of a KM model for top successful Thai OTOP businesses, with the following components: KM processes propelling the process of OTOP business management, and KM success factors including leadership, organizational cultures, man, and knowledge/intellect.

This research has developed a KM model for community business, which is based on the practices of successful national businesses. Therefore it can be applied for the management of any OTOP business in Thailand.

This research investigates cross‐cultural business networks between Australian engineering consultants and their Thai customers. A qualitative research study was conducted into business relationships, gathering data on different aspects of actors' perceptions of their relationships. The theoretical foundation of the research was the actors‐activities‐resources model, a western model developed by members of the Industrial Marketing and Purchasing Group. The results prompted an adaptation to the original model through the addition of two new constructs: network constraint and actor bond negative. A detailed description of the models’ constructs and their antecedents is given, thus contributing to the richness of data on cross‐cultural business relationships. The modified model adds to the development of a universal model of business relationships that can form the basis for applications in both western and eastern business cultures.

To analyse the scope of localization strategies and corresponding benefits of these strategies to subsidiaries of international companies in the automobile industry in Thailand.

The authors have adopted the case research method to investigate localization strategies of subsidiaries of seven companies (Toyota, Hino, Honda, Isuzu, DaimlerChrysler, BMW, and Auto Alliance) as well as 14 of their dealers and suppliers in Thailand. The information was gathered by conducting in‐depth multiple interviews with 120 local and expatriate employees at various levels in the organizations; by referring to annual reports, policy documents and internal reports of these companies; and by observation during plant visits.

Contrary to the belief that international companies implement localization strategies to simply match the local market environment, it was found that these companies implement a wide range of localization strategies to achieve multiple benefits. The paper identifies nine areas of localization: localization of strategic decision making; building and exploiting the local knowledge pool; deployment of local human resources; localization of R&D; localization of products; use of local supplier networks; adaptations to manufacturing processes; local deployment of subsidiary profits; and localization of corporate image. These localization strategies are not just based on the principle of “cost‐based localization” but are based on “value‐based localization.” These strategies work in tandem and create value through a system of multiple benefits, such as managements' ability to comprehend and deal with uncertainty in the operating environment; make informed decisions to respond to challenges in developing efficient local assembly and marketing systems; cost reduction; higher degree of commitments by local employees; product customization and acceptance; and greater brand equity and image as a good corporate citizen.

Based on concrete illustrations of seven companies, this study identifies nine distinct areas for planning and implementing localization strategies and their corresponding benefits. The managers of subsidiaries can benefit by focusing their localization efforts in these areas to gain maximum advantage from host country context and then translate these advantages into a competitive international strategy.

CEOs of subsidiaries in emerging markets can learn how to build and harness local advantages for global competitiveness by implementing a wide range of localization strategies.

This article attempts to give the western consultant travelling to South‐east Asia an idea of what to expect, of what will and what will not work in terms of consultancy practice.

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.

A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.

The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.

Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.

To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.

This paper aims to address the limitations of current knowledge management (KM) models by presenting a strategic knowledge management (SKM) framework based on a unique configuration of literature concerned with optimising learning and knowledge creation at the interface between human (soft) and information and communication technology (hard) networks.

This paper revisits the key tenets and most frequently cited models in the existing literature, summarises their common elements, clarifies the interrelationships between the hard and soft KM processes and practices and systemically incorporates these previously separate and independent elements into a new integrated conceptual framework. Then, it identifies key organisational factors which could facilitate this integration and leverage the value generated from different systems embedded in this model.

The paper highlights the key elements and applications of a new SKM conceptual model for actively and purposefully integrating explicit and tacit knowledge embedded within organisation systems and broader social and business intelligence networks.

The application of the thinking, organising principles and management practices derived from the SKM framework with its unique characteristics that are hard to substitute or imitate may support improvement and/or innovation of processes, products, services and brands contributing to sustainable competitive advantage of the firm.

While both hard and soft KM systems have been individually identified by previous studies as integral to KM, the research is amongst the first attempts to explore how to integrate both systems within a strategic KM framework with supporting organisational design principles for creating firm competitive advantage.

This paper aims to examine the reporting on sustainability and the level of compliance with international best practice, the Global Reporting Initiative (GRI), aimed at improving communicative value to users.

Using a qualitative approach, comprising interviews with senior managers and analysis of disclosures in annual reports of Thai-listed companies, this paper contributes to the literature by providing evidence from an emerging market setting.

This study finds that sustainability reporting and integrated reporting perspectives of sampling companies are aiming to satisfy information needs to stakeholders and value creation to external users. Sustainability disclosures are related to some aspect of integrated reporting (IR) principles but not all.

The findings of this study are based on the results from interviews and annual reports of five business sectors, and may therefore, not reflect the sustainability reporting practices and/or annual reports of other Thai-listed companies. Also, there is limited reporting on future outlook.

The findings suggest that while sustainability and IR is being adopted very widely, in many countries, there is much variation in reporting practice especially in our emerging country context adopting a “comply or explain” approach.

For the Thai-listed companies, IR systems could be in their early stages and still have long way to go. The results can greatly encourage Thai-listed firms to incorporate integrated information in annual reports based on international standards thus building trust in capital markets and wider society.

The findings contribute to the literature on sustainability reporting and on the level of compliance with international best practice such as GRI by providing empirical analysis of non-financial disclosures within publicly available reporting in Thailand.

Little is known of the actualities or possibilities of corporate social reporting in Thailand. This study aims to move towards an appreciation of this neglected but important area. This survey focuses on the annual reports of Thai companies, and thereby contributes to a tradition of related prior empirical work upon corporate social accounting practices which has to date largely focused upon English‐speaking and Western contexts. Its concern is to gain insights into and to critically appraise various dimensions of these annual reports, so as to construct a critique of corporate social disclosure in Thailand. Pursuing a critical perspective sensitive to the context of Thailand, it is concluded that the various aspects of the Thai accounting disclosure that are analysed are disabling, and more generally that the Thai practices explored fall short of their potential to function as enabling communication.

The purpose of this paper is to employ enclave economy in the perspective of economic sociology to explain the existence and process of the Thai enclave in Hong Kong.

In-depth interviews and case studies are employed in relation to Thai restaurant and grocery shop owners and employees in Hong Kong.

This study is an attempt to explain the clustering of Thai ethnic small businesses in Kowloon City through a discourse on the ethnic enclave economy. The Thai migrant enclave in Hong Kong is explored with dimensions of segregation, namely evenness, exposure, clustering, concentration and centralization (Massey and Denton’s, 1988). This study suggests that these Thai enclave businesses have two differentials compared to the findings of Zhou (1992) in Chinatown restaurants in New York.

The findings provide evidences for social workers, migrant associations and policy makers in developing ideas of ethnic business enabling. There should be wide range of supporting and welfare policies for the empowerment of migrants and minority ethnic groups. An immigrant enclave should no longer be regarded as a ghetto for many business chances can be found there.

Two ethnic economy development differentials are developed. First, ethnicity similarity between the minority group and the majority ethnic enables ethnic business accessing earlier to an interethnic clientele from wider society. Second, internal factors of the ethnic enclave and external factors of the wider society have constrained the diversification of ethnic business.

The purpose of this paper is to investigate the adoption and evolution of corporate social responsibility (CSR) in Thailand and to scrutinize the mechanisms that drove the direction of CSR activities to their current forms.

Qualitative data were collected through in‐depth interviews with executives of 14 companies, and open‐ended questionnaires filled out by three organizations, all of which the public perceives as highly socially responsible. Additional data were collected from two CSR seminars, official company web sites, and a database provided by the Stock Exchange of Thailand's library.

The study reveals two key findings. One is the pattern of CSR development in Thailand that emphasizes social and environmental issues, which are less relevant to the business' core activities. The other is that Thai social and religious values are important antecedents of CSR strategy and implementation. Corporations communicate CSR implicitly and execute a two‐stage public relations strategy indirectly.

This paper reveals a unique interpretation of CSR in developing economies where agrarian social values and informal networks still dominate. Most extant literature assumes that CSR in developing countries mimics western patterns. This paper asserts that it is instead an adaptation of western concepts to local culture in the case of Thailand, which affected the whole CSR process – idea generation, implementation, and communication.