INNOVATIVE MANAGEMENT OF COMMUNITY ENTERPRISES IN THAILAND

This article is part of the research on innovative management of community enterprises in the Eastern Economic Corridor area supported by the Faculty of Political Science and Law, Burapha University. The objective of this study was to study and analyze the innovative management of community enterprises in five areas, namely: Products, systems and processes management, marketing, behavior, and strategies. Analyze the influence of innovative management on the creation of a competitive advantage in four areas: Cost reduction, differentiation, flexibility and adaptability, and the ability to innovate and build on existing products. This research uses Mixed Methodology. The sample are the executive committees and members of community enterprises in the three eastern provinces of Thailand, namely; Chonburi, Rayong, and Chachoengsao 2,474 people, obtained by using the formula for calculating the sample size by Yamane's Table (1973), 3% error at 97% confidence level, a total sample size of 363 people was obtained. In-depth interviews with community enterprise committees, experts, government officials, a total of 9 people, and small group discussion of 5 people. Analyze quantitative data with descriptive statistics. The qualitative analysis of the data by describing the data in phenomena or concrete and interpreting the data in order to draw conclusions about the appropriate approaches that governments should take to improve and develop competitive advantage, including the factors influencing it. of community enterprises in Thailand. The results of the study revealed that most community enterprises had an innovative management approach with a moderate average of 3.21. When considering each aspect, it was found that it was at a high level in 2 aspects, namely: The behavioral or organizational culture average was 3.52, and the product and service aspect was 3.46 respectively. There are 3 other moderately averaged aspects, They can be sorted in descending order as follows: The process aspect had an average of 3.18, followed by the marketing average of 2.96, and the strategy aspect had an average of 2.96, respectively. The influence of innovative management on overall competitive advantage was moderate, with an average of 3.25. When considering each aspect, it was found that it was at a high level, one of which was innovation and product extension, with an average of 3.42. There are three other moderately averaged areas, which can be arranged in descending order as follows: the mean difference was 3.27, followed by cost reduction was 3.20, and flexibility was 3.18, respectively.