The aftermath of globalization resulted in people coming to be global citizens. Though, the technology advancement and its adoption in organizations creating and allowing both customers and employees savoring new experiences. Furthermore, technology helps airlines facilitate the task, elevate performance, and accommodate customer's comfort. And yet, the training and development is required for the improvement of human resource competencies. The aims of this study were to: (1) investigate human resource development approaches that fit for ground service personnel in airline companies; and (2) examine the sense of sustainability implementation during development practices. A mixed method was administered in this study. The structural equation modelling (SEM) and in-depth interview were applied. The sampling were low-cost airlines and full-service airlines operating to and from Thailand.

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Supply chain management (SCM) practices have become strategic resources and capabilities for enhancing both competitive advantage logistic performance (ORGPER). However, it is not clear how SC Practices influence logistic performance in the agribusiness context. However, the mechanism of SCMPs effects is not yet understood since extant literature has produced mixed results. Hence, this study sought to test the impact of mediation of the competitive advantage of relations between SCMP and Reperform the point of view of Kenya's dairy supply chain. The study examined four estimates that were tested using partial minimum square structural equation modeling (PLS-SAME) techniques to work out the purpose of the study. Across-departmental survey design has been used to collect preliminary data from109 dairy cooperatives in thirteen major dairy producing counties in Kenya. The results reveal that SCM practice has a positive and significant effect on CA(P=0.730) and ORGPER (P=0.237). In addition, THERE is a positive, statistically significant effect on THECAORGPER (P=0.522). Further results show that CA mediates the relationship between SCMP and ORGPER. Consequently, the study concludes that SCMPs first generate CA, which in turn enhances ORGPER in a logistic sense. Theoretically, the study provides insights on the resource-based view theory as well as a conceptual framework for its validation. Similarly, the study informs managers and policymakers in knowing specific SCMPs to focus on to enhance CA and ORGPER of the dairy cooperatives in Kenya.

This chapter investigates the managerial practices of low-cost carriers during the pandemic enhancing its operations to remain in track. The managerial practices in the study were high competence workforce, organizational culture, risk management, and strategic human resources management. The multiple regression was applied. The results found that LCCs highlighted on risk management, followed by high competence workforce, and strategic human resource management affecting to organizational structure. Overall, there seems to be some evidence to indicate that the discrepancies and risk management plan for any circumstances of uncertainty must be implemented. While the training and development of employees should be conducted continuously especially during the period of non-operating. A further issue suggested to practice the strategic human resource management (SHRM), that aligned organization objectives fit with the current situation both internally and externally, since the SHRM would eventually affect to organizational structure as a whole.

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.