Limited research has been conducted on the influence of managerial tactics on job creativity and performance in the airline industry. This study thus empirically explored causality between influence tactics, job creativity, and job performance. All research was conducted under the assumption that job creativity would mediate both influence tactics and job performance to enable the discovery of how individual influence tactics resulted in better job performance. This study implemented a quantitative method using a combined approach (i.e., a three-step multiple regression analysis and Sobel test). Five total influence tactics were examined on the basis of previous research. Among these, results indicated that inspirational appeals, ingratiation, exchange, and pressure acted as significant drivers of job creativity, which had the greatest influence on job performance. Job creativity also had a mediating effect. On the other hand, the tactic of legitimating also positively influenced job creativity. These findings can be used to help manage employees in a way that promotes both job creativity and performance.

This study explored the trace of Peranakan heritage in the Andaman provincial cluster and presented the Cultural and Historical Trail Map of Peranakan heritage in Andaman provincial cluster. The concept of development communication objectives was used to create a research framework. Research results in the "complement" phase showed 117 traces of Peranakan heritage in the Andaman provincial cluster. As for the "facilitate" phase, 83 sites were qualified. An analysis of the relationship of qualified sites with Peranakan culture revealed five significant connections between each location and culture: 1) Peranakan ancestral monument, 2) Peranakan shrine, 3) Sino-European architectural building, 4) Peranakan residential areas, and 5) Peranakan cultural and historical learning center. Upon completion of the last phase, "extend," 6 tourist maps were created to display 8 cultural sites in Ranong province, 15 sites in Phang Nga province, 33 sites in Phuket province, 8 sites in Krabi province, 14 sites in Trang province, and 4 sites in Satun province, respectively. This study, thus, has produced a visual map in each province which is a catalytic communication tool to promote tourism development at the regional level and national level.

This is a study of how the stories of Peranakan culture in Thailand's Andaman cluster provinces are told. Utilising Berlo’s communication model as the primary research framework, this research elaborates on how the Peranakan culture’s stories are told and how these stories help define the Thai Peranakan cultural identity. The findings indicated that there is a lack of storytellers in the new Peranakan culture to continue and drive culture preservation (sender), stories presented did not contain subject matter that points to the real identity of Peranakan culture (message), the channels of storytelling are not continuous and diverse enough (channel) and the awareness of Peranakan culture is limited (receiver). The Peranakan cultural identity, meanwhile, was elaborated in two ways; the history of the Peranakans and the Peranakans' way of life. It was also discovered that the Andaman cluster province was not where the Peranakan’s culture was originally constructed. Instead it was brought to Andaman by Chinese who were trading, living or studying in Malacca or Penang at that time. These Peranakan’s cultural identity is an assimilation of Chinese, Malay, European, and Thai cultures, as evident in Peranakan food, clothes, architecture, and beliefs and traditions. Keywords: Peranakan, Baba, Andaman cluster, storytelling, cultural identity.