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The purpose of this paper is to examine the relationships among five dimensions of service quality towards the overall behavioural intentions to use internet banking in Thailand and explain the indirect effects between service quality and behavioural intentions to use internet banking using perceived risk and trust as the mediating variables.

A multi-stage sampling procedure was performed to select the 505 respondents for this study. The participants were selected based on their experiences using internet banking in Thailand. The data obtained from the participants was analysed using a structural equation modelling approach.

The results show that service quality, perceived risk and trust influence behavioural intentions to use internet banking. This study primarily aims to find out whether perceived risk and trust worked as a mediator variable between service quality and behavioural intentions to use internet banking. The study will be useful for the developers of internet banking, when they are implementing and developing a system that is in accordance with the needs and lifestyles of the potential users; and CEOs, to create strategies and relevant policies to achieve competitive advantage.

Literature has focused on understanding service quality dimensions that influence the behavioural intentions to use internet banking. By expanding on the previous research in internet banking, this paper empirically examines the overall direct and indirect influences between service quality, perceived risk, trust and behavioural intentions.

This study aims to examine the effects of leadership behaviors on quality management (QM) practices and their effects on quality performance of manufacturing companies in Thailand. The hypotheses were that leadership leads to infrastructure practices, which in turn support quality practices. These quality practices improve quality performance. This was tested using a structural equation model. In general, the model was supported although all of the individual practices examined here were not statistically significant.

A survey of quality managers of firms located within Thailand was conducted and analyzed using structural equation modeling (SEM) to determine how leadership affected quality practices which in turn affected quality performance. The interactions of leadership with infrastructure and core variables were tested and found to be insignificant.

The SEM established that leadership behaviors supported one infrastructure practice – human resource management, which in turn supported one core QM practice – statistical process control. While six dimensions of transformational and two dimensions of transactional analysis were tested, only two dimensions of transformational and one dimension of transactional leadership were retained. However, these did load onto one leadership second‐order factor. The interactions of leadership with infrastructure and core practices were not significant. The core practices significantly affected three quality performance measures – product returns, product rework and scrap levels.

Further investigation is needed to understand how the Thai culture affects the use of quality practices. Since there was only one respondent per company, the study needs additional validation. Further investigation of the transformational and transactional leadership constructs is necessary.

This suggests to international managers that many of the quality techniques are useful in both developing countries and developed countries. It also suggests that transactional leadership was more effective than prior literature expected it be.

This paper demonstrates that leadership in Thailand is important to the implementation of quality practices. The findings indicate that leadership is an important component of QM and affects infrastructure practices which in turn affect core quality practices. Finally, these core practices affect quality performance. This confirms prior QM models. A major finding is the importance of the contingent punishment dimension of transactional leadership. The confirmatory factor analysis suggests that the individual dimensions of transformational and transactional leadership are not reliable as currently operationalized and further work is needed to develop reliable leadership scales.