PurposeThe primary objectives of this paper are to: develop a multi‐attribute pattern of the corporate governance model in Thai state‐owned enterprises; assess the relative importance of different corporate governance practices; and provide detailed information of each corporate governance practice.Design/methodology/approachQualitative and quantitative approaches were used. A case study was conducted to gather information on specific corporate governance behaviors in Thai state‐owned enterprises. Then a questionnaire was developed and tested in 38 Thai state‐owned enterprises. Factor analysis was conducted to examine a common framework of corporate governance practices.FindingsThis research demonstrated the multi‐attribute nature of the corporate governance model in Thai state‐owned enterprises. According to this model, the most important corporate governance practice is strategic human resource management, followed by information technology, board of directors, risk management, internal control, and internal audit sequentially. Additionally, this study brings out insights into corporate governance practices that represent the specific characteristics of Thai state‐owned enterprises.Research limitations/implicationsThis study is limited by the fact that the sample represents only Thai state‐owned enterprises. Further studies should be conducted to better understand the complexity of the multi‐attribute nature of the corporate governance model in state‐owned enterprises in developing countries.Practical implicationsPolicy makers can utilize the multi‐attribute nature of the corporate governance model as a guideline for the further development of corporate governance practices in other state‐owned enterprises.Originality/valueThis study demonstrated the multi‐attribute nature of the corporate governance model in state‐owned enterprises in developing countries such as Thailand. This research confirms the broad principles of corporate governance as well as providing detailed information on corporate governance practices from a new perspective.

PurposeThis paper revisits the recent work of Chan and Qi which proposed an innovative performance measurement method for supply chain management. While the measurement method has many advantages, it can be unwieldy in practice. This paper aims to address these limitations and to propose a more user‐friendly alternative performance measurement model.Design/methodology/approachThe performance measurement model described in this paper is a combination of two existing methods: Chan and Qi's model and the supply chain operations reference (SCOR) model. To demonstrate the applicability of the combined approach, actual SCOR level 1 performance data and the measurement information from a case supply chain (SC) are collected and processed by Chan and Qi's measurement algorithm.FindingsThese two methods complement each other when measuring SC performance.Originality/valueThis paper develops a practical and efficient measurement model that can resolve SC performance problems by incorporating the strengths of two different measurement models to create a synergistic new model.

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