SMEs have become a core component of Thailand's economic development strategies, including tourism initiatives. Small and Medium Tourism Enterprises (SMTEs), with an emphasis on ecotourism and community-based tourism, play a vital role in rural and regional transformation, as these places change from primary to tertiary-industry-based economies. In northern Thailand in particular, a growing number of indigenous communities have been turning to ecotourism as an alternative to expanding their commercial agriculture. However, while tourism has become an important source for generating economic benefits of foreign exchange income, employment, government revenues, private sector growth and infrastructure development, the tourism product in most destinations has begun to deteriorate both culturally and environmentally. It also caused conflict of interests among stakeholders, as over 70 per cent of revenues are in the hands of private entrepreneurs. This begs the question of how to operate tourism that can really be a sustainable solution to the development of initiatives in the region. With a view to answering this question, this paper presents the perceived impacts of ecotourism on host destinations in northern Thailand and identifies how to implement ecotourism successfully by combining the philosophy of ecotourism with the commercial presence of SMTEs in a destination.

This article provides a single-case research study of Huai Nam Guen village in Chiang Rai province, Thailand. Through identifying the important facilitators and possible inhibitors to CBT, this research reveals that CBT operations can conform to the principles of sustainable tourism through participative roles of the community and the different relevant stakeholders, identity creation and maintenance, exploiting the economic, socio-cultural and ecological resources, continuous learning, and taking land ownership in the systematic design of the community landscape and agricultural best practices. Clearly, to influence CBT operations towards sustainability, it is important to influence the community at the behavioural level. In this sense, this research contributes to the fragmented knowledge and publications of CBT in the context of behavioural emphasis.

The pandemic of COVID-19 has extreme impact than the intense competitors in airlines industry that never turn up in history. It derailed all airlines’ operations, company’s structure, strategy, and its markets which is highly impact to Thailand’s tourism industry. The purpose of this study is to assess the managerial practices of low-cost carriers (LCCs) to enhance the organization’s performance during COVID-19. The managerial practices concern with strategic human resources management, organizational culture, high competence personnel, and risk management affect to organizational structure. The quantitative was administered to four anonymous low-cost airlines operating in Thailand. Questionnaires were used to collect data from 150 person of each airline, hence there were 600 samples in total. The descriptive statistic and path analysis were applied. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to efficiency and competitiveness of organization. To investigate the effect of management issues of strategic human resources management (SHRM), organizational culture (OC), high competence personnel (HQP), and risk management (RM) on low-cost carriers (LCC) in Thailand toward organizational structure (OS) which result to the competitiveness of high-performance organization (CHPO). The quantitative approach was employed by using structural equation modelling for path analysis. The data was collected by using questionnaires. There were 600 samplings from four anonymous low-cost airlines. The results found that LCCs stressed greatly on the high competence personnel, followed by organizational culture, risk management, and strategic human resource management affecting organizational structure that led to competitiveness of organization. The authors would recommend LCCs to refocus its practices to strategic human resource management during the crisis. Since, the human resource management is dealing with organization changes through the leadership and organizational culture. Finally, researchers have developed the model creating organizational structure.

This paper explores the ideas, and cases based on research that emanate from the application of the contingency theory, resource-based views theory, and the institutional theory to cope with an abruptly changing paradigm. The paper attempts to provide a holistic view of the IR 4.0 impact on the business changes and the usage of technology in the education sector among Thais. This paper stresses the role of the educational sector by creating a shift from static into dynamic triggered by the intense competition in the Thailand markets. Keeping in view such a scenario organization should be pliable and enabled enough to transform existing resources into intellectual resources. This would result in the revitalization of the entire organizational human capital from leaders to teams, and individuals contributing to morally support employee well-being and this would strengthen the reaping extraordinary organization results in terms of output. All this is seen through the lens of IR 4.0 as applied to the current Thai business and education scenario.

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