Although this is an important issue, few approaches to corporate sustainability have been studied in the Thai context. Avery's First Sustainable Leadership Network (Rhineland) consists of 19 criteria that include people development, labor relations, staff retention, succession planning, staff, executive and top team evaluation, ethical behavior, long-term short-term perspective, organizational change, financial market attitude, environmental responsibility, social responsibility (CSR), stakeholders, the role of vision in the company, decision-making, self-management, team orientation, culture and knowledge sharing and preservation. Four elements added to the new network including trust, innovation, staff engagement, and quality (Avery & Bergsteiner, 2011).
Honeybee focuses not only on developing staff skills and competences, but also on staff well-being and quality of life. In beekeeping, remember that the process of change takes time and needs to be planned and managed. Therefore, many forms of CSR activities are used to improve and empower people in the community.
Honeybee tries to consider all stakeholders, including internal and external to the company, instead of focusing only on its shareholder. It appears that staff at the Honeybee Company were more likely to share their information and knowledge through the organization than at the Locust Company. However, the exchange required a relationship between company personnel, so Honeybee encouraged the exchange of information and knowledge by establishing a communication environment in an informal way.
Honeybee strives to engage its staff emotionally in the workplace, while Locust management only requires employees to connect at the workplace on a cognitive and rational level” (Avery & Bergsteiner, 2011, p. 309).
Literature review
Thus, the staff cares about the quality of the output they generate for their customer to ensure that it meets the standard and satisfies the customer's needs. However, having quality outputs for the Honeybee approach is linked to many elements of the Honeybee framework, such as staff engagement, people development and long-term perspective, staff retention, staff appreciation. Therefore, Honeybee tries to develop all these elements which improve its quality to ensure organizational performance for its sustainability.
A global study of departing CEOs found that appointing CEOs from outside the company is a high-risk gamble (Lucier, Speigel, and Schuyt, as cited in Kantrabutra, 2012). These give the result that the firms will get the returns in many ways such as increased productivity, profit, share price (Aguinis & Kraiger, as cited in Kantrabutra, 2012). Rheinland firms invest in long-term Research and Development, save even in difficult times and continue to improve the service and product of the process.
Innovation is approached systematically within the Rheinland company, gathering ideas from across the organization, including from a range of stakeholders such as employees, customers, suppliers, society and the environment (Kantrabutra, 2013). Where there is a need to invest in being socially responsible for social and environmental issues, the Rhineland company will do so because it is the right thing to do. Basically, ethical behavior refers to “doing the right thing,” a somewhat elusive concept that can be difficult to define (Zadek et al., as cited in Kantrabutra, 2013).
At the corporate level, ethics begins with distilling business strategy into a set of designed values and behaviors that can easily be translated into acceptable and unacceptable actions. The finding showed that the point of similarity between both studies is that the theoretical frameworks of Rhineland Leadership and Honeybee Leadership were applied to measure success in managing sustainability in the companies that took into account the 19 and 23 criteria of the sustainability leadership grid. Another similarity of each study is that they focus on the long-term perspective by investing in the future and not just trying to maximize short-term profitability for themselves alone.
However, the investments made by each firm differ in detail depending on their business focus, such as SCG invested in research and development and employee development, while small business like Sa storage house invest in expansion by availability of capital, labor and natural power. source for long-term perspective (Kantrabutra. Then, the study of bee practices at Thailand's oldest university and the study of bee practices at a major Asian conglomerate both have similarities in finding that current and past CEOs appear to be heroic leaders highly respected, it may be cultural given the high power distance valued by Thai Society (Kantrabutra. Since Sustainable Leadership has gained support in Thailand as an approach to ensure corporate sustainability and no study has been conducted in the company Flexcom, the current study adopts the Honeybee Leadership as a framework to explore the business practices of a business in the proposed industry to determine if they are consistent with the Honeybee Leadership.
Area of future research
Research question
Briefly, the authors described that the interviewer's skills and qualities should be open-minded and patient towards the interviewee's answer. To make the questions suitable for the interviewer, some questions can be modified and vary from one interviewee to another, depending on their position and ability to answer the confidential information or specific questions. Is the decision-making done only by the CEO or is the whole committee involved in the process.
Do you have any plan to expand your business if yes > what is the plan. What do you think about AEC, would it have any impact on your business, how are you preparing for it. Are you planning to develop or introduce a new product in the company in the next year?
Is the decision-making done only by the manager or is the whole team involved in the process. Self-Management E • Assuming you are assigned the task, what is the process to get it done. Quality C • How satisfied are you with the product and service of this company.
Reflective note taking is also used to record observed data, "taking action itself is part of the memorization process and results in the creation of a form of internal storage" (Kiewra as cited in Boch & Piolat, 2005, p.104). Samples were conveniently selected from a pool of staff willing to participate in the study, including a CEO, three managers, two employees, and one customer. Honeybee leadership framework is the theoretical used to measure how to successfully do sustainability in organization.
Financial rewards are sufficient as a motivator, no emotional involvement is expected. 23 Quality is embedded in the culture. It's a matter of control. The majority of Flexcom's employees have more than 10 to 30 years of experience in the telecommunications industry, including sales and marketing, technology, engineering and services. Digital business telephone system where multiple telephones are used by businesses in an interconnected manner and enable features such as call handling, transfer, conference calls, WEB Switch (IPBX), the Private Branch Exchange (PBX) which combines the telephone communications with computer in the same system.
FINDINGS
The data was collected from the HR manager who claimed that they did not have a layoff policy, despite the fact that the company had faced it. However, the CEO did not provide any other relevant evidence to support the company's environmental concerns. One of the employees interviewed in this study considered questions related to this item moderately obvious, indicating that they had heard that the company was going to register as a listed company and expand.
Although the human resources manager addressed the issues related to this element with some clearly asserted that the company has always done so. Another result from interviewing the first employee is consistent with the first interviewee, he gave more clearly to support this element that the company trusted their employee to work in their own style. Although Flexcom had ethics like other Honeybee companies; no other evidence was found to support this element.
Unlike other Honeybee companies that prioritized incremental change, such as a study of bee practices led to sustainable management in Thailand's True Corp (Kantabutra, 2012) described the changes, evidence, according to True Corporation, that the company invested high costs for your future. As the company is not an R&D company nor does it engage in industrial work, there was little relevant evidence to support the company's environmental responsibility. Unlike other Honeybee companies, Flexcom is more likely to choose the Locust Approach because the company does not have a proper CSR campaign, but only supports the group that applied for sponsorship.
Unlike Honeybee's other ventures, that earlier study found plenty of evidence that the company focused on all stakeholders. For example, the study of Sustainable Leadership in Siam Cement Group (Kantabutra & Avery, 2011) found that the company attached importance not only to its investor's challenge to the long-term perspective. Flexcom practices the Honeybee framework in the company, but still little, as it was not so important to validate its practice as a Honeybee enterprise.
Much like other honey bee companies, Flexcom tends to have moderate evidence to support this element. However, no other evidence was found to support this element as there were some problems the company began to carefully observe the behavior of employees as there was an unethical problem in the company. Flexcom seems to have less clearly to support that the company that focuses on innovation, because they have only invested in two main products to sell on the market since the company was established.
Flexcom practiced this element in accordance with Honeybee leadership framework as the company focused on employee welfare and satisfaction. Although the company has an environmental family, interpersonal skills still need to be developed to strengthen staff's courage to share knowledge.
