The Honeybee framework has 23 sustainable leadership elements, which are developing people, working relationships, retaining staff, succession planning, staff evaluation, CEO and core team, ethical behavior, long-term or short-term perspective, organizational change, market orientation financial, environmental responsibility. , social responsibility (CSR), stakeholders, the role of vision in business, self-management of decision-making, team orientation, culture, knowledge sharing, trust, innovation, staff commitment and quality. Therefore, this study adopts Avery and Bergsteiner's concept of Sustainable Leadership, which has been supported by previous studies as a relevant approach to corporate sustainability in Thailand. The study examines the business practices of Key Gems International Co., Ltd. to determine if there is a fit between the Sustainable Leadership practices and those of the case company.
To determine the fit, the literature on sustainable leadership in Thailand is reviewed in Chapter 2. This is also a framework for the sustainable leadership approach that this paper will focus on. Furthermore, this paper will focus on a sustainable management framework which has proven its success by leading companies in Thailand in previous studies.
Moreover, the hospital plans for the long term, which creates uncertainty and change in the future. SCG acquires characteristics of sustainable leadership from Rhineland as the company communicates and develops the sense of social responsibility and ethical thinking among its employees. It could be said that the sustainable leadership framework enables top management to apply this guideline and lead the company in a sustainable manner.
Previous research has revealed that the company's leadership philosophy aligns with Rhineland's sustainable leadership framework.
True Corporation
In terms of organizational culture, the company emphasizes ethics, diligence, persistence, social responsibility and innovation among employees, which reflects as a strong organizational culture. As Bathroom Design emphasizes a long-term perspective, the investment is prepared to improve quality, social and environmental responsibility, employees and for uncertainty and change in the future. Therefore, Bathroom Design has a close match to Rhineland's sustainable practices, which helps the company maintain a leading position in the related markets over time.
Mahidol University
According to Kantabutra and Avery (2010), the organization shows evidence of a long-term perspective, knowledge sharing and retention, quality, staff commitment and trust. The University also has a broad stakeholder focus, values staff and continues to maintain strong cultures and social and ethical values.
Sa Paper Preservation House
Recommendations will also be made to improve business practices to help the company become more sustainable.
METHODOLOGY
The sample is convenient as the interviewees are a CEO, three managers in the Marketing, Human Resources and R&D divisions, two employees in the Design division and factory, a customer (Thai customer) and a neighbor in the community, who are willing to participate in the study. Following previous studies of Rhineland's practices in a small Thai enterprise, Honeybee's leadership has been adopted as a framework to collect and analyze data.
FINDINGS
Key Gems International data analysis
- Developing People
- Labor Relation
- Retaining Staff
- Succession Planning
- Valuing Staff
- CEO and Top Team
- Ethical Behavior
- Long or Short-term Perspective
- Organizational Change
- Financial Market
- Responsibilities to Environment
- Social Responsibilities (CSR)
- Stakeholders
- Vision’s Role in the Business
- Decision Making
- Self-Management
- Team-Orientation
- Culture
- Knowledge Sharing and Retention
- Trust
- Innovation
- Staff Engagement
- Quality
But we usually try to push potential employees within the company first.” (Human Resources Manager). While the CEO thinks that internal promotion is essential because he wants his employees to grow together with the company. In the Key Gems culture, the CEO will be a leader of the company while also performing an MBWA (Management by Walking Around).
In terms of internal stakeholder ethics, Key Gems also cares about employee well-being. Key Gems International is currently not a listed company, but Khun Rangsun, CEO, is considering listing on the MAI in the future if the company's performance is positive. The Key Gems factory has very low levels of waste water, air pollution and noise emissions.
Key Gems show moderate clarity regarding responsibilities towards the environmental element, as the company has no influence on the surrounding environment. The CEO of Key Gems International also considers CSR as one of the cultures within the company. Every year Key Gems organizes an outing for all employees including technicians to attend a CSR trip.
The CEO of Key Gems has a long-term perspective that enables the company to communicate vision and cultures. The vision of Key Gems is shared among office workers as they collaborate across departments as they work. As a result, Honeybee's elements of the role of corporate vision are moderately evident in Key Gems International.
For fourteen years of operation, Key Gems has created a work culture as its routine. These communications take place at Key Gems because its core value of quality is emphasized in every division. In order to have a strong culture in the firm, Key Gems selects people not only by skills and experience, but also looks at their attitude and value.
Most employees who share the same values as the company tend to work with the company for a longer time. The company sees the importance of investing in designers and research and development department to produce new, yet marketable designs, which sets Key Gems apart from other Thai jewelry companies.
DISCUSSION AND CONCLUSION
In one area of Key Gems' CEO and top team, there is still room for improvement as the company shows moderate results. In Thai culture, it is difficult to have a CEO as a top team speaker, due to the respect for seniority. Although the CEO of Key Gems has a long-term perspective, it is difficult to anchor this perspective for everyone in the organization.
Providing training, education and other support to employees can help the company cope with any future changes. When everyone has the same vision, it helps the company move effectively in the same direction. To improve this area, the Key Gems management team can organize a training every year, to communicate the visions and emphasize the core values and cultures of the business.
All divisions in Key Gems have high Self-Management, as employees tend to be able to manage themselves. Team orientation appears in almost every department in the company because the jobs flow step by step through each department. Only in some departments, such as Human Resources and IT that have less involvement in the core business.
In terms of Culture in Key Gems, a strongest culture embedded in every employee is of high quality. While some other culture can be diluted because some new employees do not share the same values as the company and some who do not take it. Moderate evidence about Trust showed in Key Gems International because of the business is high value.
The solution to a moderate trust in the company is to strengthen the skills and knowledge of the employees, along with sharing the short-term and long-term goal with the employees who are involved in the core business. He believes that innovation can help the company's performance and push Key Gems towards the international market and standard. Quality is embedded in the culture of Key Gems as processes in each division always ensure that quality output is delivered to each other.
Conclusion
SCG is one of the earlier studies, which believes that quality staff will lead to quality in product and service.
