https://so13.tci-thaijo.org/index.php/AJMI/issue/feedASEAN Journal of Management & Innovation (AJMI)2024-10-11T14:35:31+07:00Phatrakul Phaewprayoonajmi@stamford.eduOpen Journal Systems<p>The first volume (Volume 1 Number 1) of AJMI was published in June 2014. The goal of AJMI is to publish insightful, original and timely research that describes or potentially impacts management and/or innovation within the ASEAN context. AJMI is multidisciplinary in scope and encourages interdisciplinary research. The journal welcomes submissions in all topics related to management, as well as topics related to innovation; regardless of discipline or subject area.</p> <p>Topics that are either distinctly ASEAN-related or regional or international in scope, but of relevance to ASEAN readers are encouraged. In addition to empirical research, AJMI accepts conceptual papers as well as papers that provide new insights into previous work and/or conventional wisdom. Also accepted are structured/systematic literature reviews that follow a specific methodology. Manuscripts that are simply literature reviews are generally discouraged. It will publish two issues per year.</p> <p><strong>PERIODICITY</strong></p> <p>Twice Yearly</p> <p>First Issue: January – June</p> <p>Second Issue: July – December</p> <p>ASEAN Journal of Management & Innovation (AJMI) is an academic journal listed in Thailand Citation Index (TCI, Tier 2) and ASEAN Citation Index (ACI) available online. ISSN 2351-0307</p> <p><strong>We urge all researchers, scholars, and students to visit our website for pertinent articles from local and international contributors that can be useful for their own research. </strong></p> <p> <strong>MISSION STATEMENT</strong></p> <p>The goal of AJMI is to publish insightful, original and timely research that describes or potentially impacts management and/or innovation within the ASEAN context. AJMI is multidisciplinary in scope and encourages interdisciplinary research. The journal welcomes submissions in all topics related to management, as well as topics related to innovation; regardless of discipline or subject area.</p> <p>Topics that are either distinctly ASEAN-related or regional or international in scope, but of relevance to ASEAN readers are encouraged. In addition to empirical research, AJMI accepts conceptual papers as well as papers that provide new insights into previous work and/or conventional wisdom. Also accepted are structured/systematic literature reviews that follow a specific methodology. Manuscripts that are simply literature reviews are generally discouraged.</p> <p>Relevant topics include, but are not limited to: </p> <ul> <li>Management & Marketing</li> <li>Finance, Banking & Accounting</li> <li>Human Resource Management</li> <li>International Business Management</li> <li>Project Management</li> <li>Technology and Innovation Management</li> <li>Operations & Supply Chain Management</li> <li>Tourism, Leisure and Hospitality Management</li> <li>Entrepreneurship</li> <li>Organizational Behavior</li> <li>Business Ethics</li> </ul> <p><strong>PERIODICITY</strong></p> <p>Twice a year publication:</p> <ul> <li>First Issue: January – June (submission deadline in March).</li> <li>Second Issue: July – December (submission deadline in August).</li> </ul> <p> <strong>ARTICLE SUBMISSION</strong></p> <p>All submissions and correspondence should be sent to <a href="mailto:ajmi@stamford.edu">ajmi@stamford.edu</a></p> <p>A <strong>strong standard of English</strong> is expected, which means that authors who are non-native speakers may need to have their articles proofread by a qualified person prior to submitting them to AJMI.</p> <p>Articles must be submitted electronically in Word format. To submit a paper, go to the Journal Management System at <u>ajmi.stamford.edu</u> and register as an author(s), and upload the file containing the paper.</p> <p>Articles will be accepted to a maximum of 5,000 words (not including references).</p> <p>Submission of an article to AJMI implies a commitment by the author(s) to publish in the journal.</p> <p>In submitting an article to AJMI, the author(s) vouch that the article has neither been published, nor accepted for publication, nor is currently under review at any other location, including as a conference paper. If the article is under review elsewhere, it will be withdrawn from the submission list.</p> <p>In addition, the author(s) also agree that the article shall not be placed under review elsewhere while the review process at AJMI is ongoing.</p> <p>If the article is accepted for publication, the author(s) further guarantee not to withdraw it for submission to publish elsewhere. </p> <p><strong>ETHICS CLEARANCE CERTIFICATE</strong></p> <p>Ethics Clearance Certificate is now required as part of the submission process of an article of our journal, ASEAN Journal of Management and Innovation (AJMI), which means that any author seeking publication in AJMI must submit an Ethics Clearance Certificate together with the manuscript to be reviewed. Please note that any paper submitted without a valid Ethics Clearance Certificate will not be considered for publication.</p> <p><strong>PUBLICATION FEE</strong></p> <p>Commencing on July 11, 2024, and Volume 11 Number 2 (July-December 2024), AJMI will initiate the collection of a publication fee for all accepted and published papers. The fee is established at 4,500THB and is compulsory upon the author's receipt of the acceptance letter. As stated in Section 6 (Duties of Authors), “Submission of an article to AJMI for review implies a commitment by the author(s) to publish in the journal.”</p> <p> <strong>REVIEW PROCESS</strong></p> <p>AJMI uses a “double-blind peer review system,” meaning that the authors do not know who the reviewers are and the reviewers do not know who the authors are. All submitted manuscripts are to be reviewed by three expert reviewers per paper. Reviewers are chosen on the basis of their expertise in the topic area and/or methodology used in the paper.</p> <p>Each article is judged based solely on its contribution, merits, and alignment with the journal’s mission. Should any revision be required, our instructions to authors are designed to move authors towards a successfully published article. </p> <p> <strong>RESEARCH COMPONENTS</strong></p> <p>The article should include the following components:</p> <ul> <li>An introduction</li> <li>A review of the relevant literature </li> <li>An outline of the research methodology/ research design</li> <li>Research findings</li> <li>A discussion of the results</li> <li>A conclusion and policy recommendations/ recommendations to managers</li> </ul> <p> The complete Journal guideline for authors can be downloaded from "AJMI Guideline for Authors" in the Submissions page.</p>https://so13.tci-thaijo.org/index.php/AJMI/article/view/1017Editorial Board Team2024-10-03T15:05:30+07:00Phatrakul Phaewprayoonajmi@stamford.edu<p>Editorial Board Team</p>2024-10-03T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/812Bridging Cultures, Enhancing Performance: Intercultural Communication Challenges of Thai SMEs in the Special Economic Zones2024-08-21T14:47:43+07:00Ji Hye Jaime Chungjihyejaime.chu@mahidol.ac.thJoshua Youngbin Minmin44473@sas.edu.sg<p>This exploratory study investigates Thai SME employees’ perceptions on intercultural communicative challenges and gain insights on what they justly need in order to perform effectively when engaging with foreign clientele. Data were collected from SMEs in the north-eastern region of Thailand via interviews and survey questionnaire. The study found that there were certain issues regarding intercultural communication that drove the employees to shy away from communicating with foreign clientele. Adding to that, lack of effective programs, unmotivated employees due to little or no incentives, and negative perceptions toward time-consuming training courses all hindered employees in this particular region from gaining practical knowledge on intercultural communication. Strongly supported by the Thai government, businesses in the special economic zones are growing domestically and internationally; thus, it is crucial for the employees to be armed with intercultural competency. This study adds to the discussion on intercultural trainings employees justly need as well as how to implement a positive learning culture when stakeholders are demotivated.</p>2024-10-03T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/818Community Needs and Participation to Nature-Based Tourism Development in Guiuan, Eastern Samar, Philippines2024-08-27T14:40:11+07:00Jordan Cabaguingjcabaguing20@gmail.com<p class="pb-2" style="text-align: justify; text-indent: .5in;"><span style="font-size: 11.0pt; font-family: 'Arial',sans-serif;">This research explored the relationship between community needs, participation, and challenges in nature-based tourism development. The study focused on understanding how infrastructure, livelihood opportunities, services, and environmental conservation impact community participation in tourism planning, decision-making, and implementation. Using a researcher-made survey instrument, a total of 115 respondents from community members, leaders, and tourism operators participated in the study. The results showed that addressing community needs significantly enhances nature-based tourism development. Significant challenges such as limited financial resources, insufficient training, inadequate infrastructure, and lack of stakeholders’ collaboration were also highlighted in the results. A positive relationship between community needs and participation was computed. This indicates that addressing the needs of the community can enhance their participation in nature-based tourism development. Likewise, a positive correlation was observed between community needs and challenges in participating in nature-based tourism development suggesting that addressing these needs can lessen communities’ challenges in participating in nature-based tourism. Theoretically, the study emphasizes community empowerment as a tool for sustainable tourism practices. This ensures that tourism development aligns with local priorities, leading to a more sustainable and equitable outcome. By adopting these strategies policymakers, and tour operators, site developers can foster sustainable and inclusive nature-based tourism development that will not only benefit the tourism sector but the community in general.</span></p>2024-10-03T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/937Employee Engagement as a Mediator between Employee Experience and Perceived Organizational Performance for Sustainable Airport Operations after the Covid-19 Crisis: A Multigroup Analysis2024-09-02T09:47:38+07:00Voralux Vorapuksirikoolvvoralux@hotmail.comChartchai Na Chiangmaibcn4474@gmail.com<p>This study examines the mediating role of employee engagement on the relationship between employee experience and perceived organizational performance for sustainable airport operations after the COVID-19 crisis. Multigroup analysis was utilized to explore possible differences in this relationship between managers and employees. Stratified random sampling was used to select samples from six airports in Thailand. Data were collected via questionnaire from 552 participants, divided into 276 managers and 276 employees. A measurement invariance approach was implemented to verify that the measurement used in this study works the same for both groups. Multigroup structural equation modeling was applied to analyze the hypotheses. Results revealed that employee experience had a significantly positive and direct effect on organizational performance and employee engagement. However, employee engagement did not have significantly direct and indirect effects on organizational performance. Therefore, employee engagement did not perform as a mediator in this relationship. In addition, no significant differences were found between the groups of managers and employees under this relationship. These findings are noteworthy for airports to focus on employee experience across groups to redesign and continuously transform airports into sustainable airport operations after the COVID-19 crisis in the right direction.</p>2024-10-03T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/292Work Engagement, Motivation, and Performance of Employees of the Davao de Oro State College during COVID-19 Pandemic2024-09-18T14:49:03+07:00Pedro Jr Raymundepraymunde31@gmail.com<p>The study determined the level of work engagement, motivation, performance of the Davao de Oro State College employees during COVID-19 pandemic. A descriptive-correlational approach was used in the study. Through complete enumeration, the 396 Davao de Oro State College employees served as respondents. An adapted set of questionnaires were used in obtaining the data. The study revealed that the work engagement and motivation among the Davao de Oro State College employees was oftentimes observed and evident. Also, it was revealed that the performance of the Davao de Oro State College employees always met the expectations. A significant relationship was seen between the motivation and performance and motivation and performance among the Davao de Oro State College employees. Further, it could be noted that among the indicators of the work engagement, only the dedication had a significant relationship to the performance of the Davao de Oro State College employees. Furthermore, it could be noted that among the indicators of the motivation, work itself, relationship with peers and supervisors and money had a significant relationship to the performance of the Davao de Oro State College employees.</p>2024-10-03T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/888Navigating Human Resource Dynamics in Construction Industry during the COVID-19 Pandemic2024-08-28T14:07:42+07:00Auda Mae Signeaudamae.signe@ctu.edu.phJay Amistosoamistosojay26@gmail.com<p>Human resource management played a crucial role in addressing the abrupt changes in the construction industry caused by lockdown procedures during the COVID-19 pandemic. This qualitative study aimed to investigate the lived experiences of human resource management practitioners and construction workers in Cebu, Philippines, capturing both human resource practices and construction workers' real-world experiences. Through in-depth interviews, the study provided valuable insights into the challenges and resilience demonstrated by those in the construction sector during an unprecedented global crisis. Using purposive sampling, seven human resource practitioners and twelve construction workers were interviewed, and their responses were analyzed using the Collaizzi method. The study identified four key themes for human resource practitioners: work downbeat to the stoppage, inadequate income resources to support human resource operations, rationalized workforce distribution, and adherence to health norms. Construction workers reported experiencing fear and doubt, income loss, resourcefulness, and strength and resolve. The study's findings emphasized the importance of robust Human Resource Management strategies for addressing the distinctive hurdles faced by human resource practitioners and construction workers during the crisis. Consequently, the study recommended the creation of a Human Resource Crisis Management Model to enhance understanding and guide effective crisis management in the construction industry. By tackling these challenges directly, organizations could build resilience and sustainability within the construction industry, promoting adaptability and advancing human resource management practices.</p>2024-10-10T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)https://so13.tci-thaijo.org/index.php/AJMI/article/view/884Factors Impacting New Energy Vehicles’ Purchase Intention in Chengdu, China2024-10-11T14:35:31+07:00Tailiang Li445292218@qq.comJingying Huang94599555@qq.com<p>Thailand, Indonesia, and Malaysia, among other ASEAN nations, have actively promoted the advancement and growth of electric vehicle technology. This has resulted in a significant influx of Chinese firms specializing in new energy vehicles, who are establishing factories and expanding their operations in the ASEAN area. The increase in China's new energy vehicle sales will have a significant impact on their development. Chengdu is one of the top three cities among the 43 cities in China that have more than 2 million automobiles. The purchase intention of new energy cars in Chengdu provides valuable insights for assessing the new energy vehicle industry in China. This study aims to explore the factors impacting the purchase intention of new energy vehicles in Chengdu, China. This article adopts quantitative methods and uses questionnaires as a tool to collect data from permanent adult residents in Chengdu. Analyzed by SPSS tools, a total of 500 valid questionnaires were examined using the approach of multiple linear regression. The study revealed that consumer innovativeness has a significant role in impacting purchase intention, both directly and indirectly. Additionally, perceived quality was found to have a highly positive effect on purchase intention. Attitudes and subjective norms have a beneficial impact on new energy vehicle purchase intentions. New energy vehicle production and sales managers should prioritize enhancing the quality of new energy vehicles and cultivating consumers' awareness of innovation. The implications of this research could benefit companies that develop and sell new energy vehicles.</p>2024-10-21T00:00:00+07:00Copyright (c) 2024 ASEAN Journal of Management & Innovation (AJMI)