Journal of Organizational Innovation and Management

The Role of Strategic Human Resource Management in Work–Life Balance and Organizational Commitment: A Conceptual Review

2025-12-23T17:29:02+07:00

This academic article aims to review and synthesize existing knowledge on the relationships among strategic human resource management, work–life balance, and organizational commitment, with particular emphasis on explaining the role of human resource management practices as key mechanisms for organizational development and the improvement of employees’ quality of work life in contemporary work contexts. The study adopts a conceptual literature review approach, drawing on both domestic and international studies related to human resource management, organizational behavior, and development-oriented social sciences. The synthesis of the literature indicates that human resource management practices such as flexible job and work system design, participatory performance appraisal, fair compensation and benefits systems, and employee development play a crucial role in promoting work–life balance. Work–life balance functions as a psychological mediating variable that contributes to the enhancement of organizational commitment across its affective, continuance, and normative dimensions. Accordingly, this article proposes an integrated conceptual framework that reflects these interrelationships and discusses policy implications for Thai organizations in designing human resource management systems that support sustainable organizational development alongside the long-term enhancement of employees’ quality of work life.

From Learning to Transformation: Human Resource Development toward Learning Organization in the Digital Era

2026-03-03T14:15:39+07:00

In the digital era, characterized by rapid technological change, organizations are required to develop human resources with knowledge, skills, and attitudes that are aligned with new working contexts. This article aims to explain the importance of human resource development in the digital era, review relevant concepts, and propose effective development approaches based on the Learning Organization framework proposed by Senge (1990). The framework comprises five disciplines: Personal Mastery, Mental Models, Shared Vision, Team Learning, and Systems Thinking, which are employed as the conceptual framework of the study. The analysis indicates that human resource development in the digital era should move beyond conventional training approaches toward a systemic transformation process, with the Learning Organization concept serving as a fundamental foundation. The proposed approaches for developing human resources in response to digital transformation include: (1) the development of essential digital skills for job performance; (2) the promotion of a culture of continuous lifelong learning; (3) the enhancement of higher-order thinking and complex problem-solving skills; (4) the strengthening of agility and adaptability to change; (5) the development of digital leadership; (6) knowledge management and the use of digital platforms to support learning; and (7) the application of the Learning Organization concept as a holistic framework for human resource development. This article contributes academically by integrating the concept of the learning organization with the context of digital transformation in human resource development. This integration extends the traditional framework of human resource development to encompass dimensions of learning systems and dynamic adaptability within organizations in the digital era.

Human Resource Development: How to work happily and sustainably in an organization

2025-12-18T22:49:17+07:00

A happy workplace represents a critical outcome of effectively managing the interrelationship among work, technology, and personal life in order to achieve work–life balance. This perspective emphasizes the principle of intentionality rather than merely allocating time between domains. It involves deliberately selecting activities that align with individual values and long-term goals, while evaluating performance based on meaningful impact rather than the number of hours worked. Key organizational practices that support this approach include flexible work arrangements, clearly defined job scopes, systematic workflow planning to enhance efficiency, and calibrating task challenges to align with employees’ competencies in order to minimize redundant activities and maximize productivity. Equally important is ensuring that employees are granted genuine opportunities for rest and recovery, which are essential for sustained performance and well-being.

Beyond structural and operational factors, several psychosocial elements significantly contribute to job satisfaction. These include social recognition and acceptance, stable and adequate income, autonomy in task execution, and access to career development opportunities. Collectively, these factors strengthen organizational commitment, reduce turnover intention and burnout, and enable organizations to attract, retain, and develop talent effectively. Ultimately, fostering a happy workplace serves as a foundation for stable performance and sustainable long-term organizational growth.

Lifelong Learning Culture in Organizations and Sustainable Success

2026-03-03T14:13:53+07:00

This article aims to explain and synthesize the concept of a lifelong learning culture in organizations, with a focus on its meaning, importance, challenges, and approaches for developing sustainable learning practices. It also examines the relationship between lifelong learning and long-term organizational success. The article highlights that cultivating learning as a core organizational value is a key factor in fostering a lifelong learning culture, particularly in response to changes in technology and work structures. Essential components include leadership as a driving force for learning, the creation of a supportive learning environment and psychological safety, the provision of accessible and diverse learning opportunities and resources, the promotion of knowledge sharing, the integration of learning with organizational goals, recognition and reward systems to reinforce learning behaviors, experiential learning through practice and experimentation, and continuous evaluation and improvement of learning systems. Developing a sustainable lifelong learning culture requires a systematic and ongoing approach to embed learning into daily work practices, serving as a foundation for long-term organizational success.

Artificial Intelligence–Driven PDCA Cycle for Continuous Environmental Management in the Manufacturing Industry

2026-03-03T17:06:40+07:00

The global manufacturing industry is increasingly confronted with significant environmental pressures arising from climate change, inefficient resource utilization, and pollutant emissions that adversely affect ecosystems, human health, and long-term business sustainability. Within the context of international policy frameworks and standards, including the Sustainable Development Goals (SDGs), Environmental, Social, and Governance (ESG) principles, and the ISO 14001 environmental management standard, organizations are required to enhance environmental management systems that are measurable, monitorable, and capable of continuous improvement.

This article is a conceptual paper that proposes an integrated framework combining Artificial Intelligence (AI) with the PDCA (Plan–Do–Check–Act) cycle to support continuous environmental management in the manufacturing industry. The proposed framework explains the role of AI across each stage of the PDCA cycle: environmental data analysis and predictive planning (Plan), process control and real-time monitoring through digital technologies (Do), performance evaluation using data analytics and environmental dashboards (Check), and root cause analysis together with continuous process improvement (Act).

The proposed conceptual framework provides a systematic perspective for enhancing environmental management practices in industrial organizations through the utilization of advanced data analytics and digital technologies. Such integration can contribute to improving resource efficiency, reducing greenhouse gas emissions, and strengthening organizational competitiveness within the broader context of sustainable industrial development and the principles of Industry 5.0.

Strategic Adaptation of Human Resource Management in Thai Hospitals: A Case Study of Digital Transition

2026-02-06T18:32:04+07:00

This academic article aims to examine the strategic adaptation of human resource management (HRM) in Thai hospitals amid the transition to the digital era. The study adopts a qualitative research approach through documentary analysis, drawing on publicly available and verifiable sources, including national health and digital policy documents, official reports, academic articles, and prior research related to HRM in healthcare organizations and digital transformation. Data analysis was conducted systematically through document selection, thematic categorization, comparative analysis, and conceptual synthesis. The findings reveal that digital transformation has become a critical driving force reshaping HRM practices in Thai hospitals across multiple strategic dimensions. These include competency-based workforce planning with an emphasis on digital capabilities, continuous professional development and lifelong learning to enhance digital skills among healthcare personnel, the adoption of human resource information systems to improve administrative efficiency and decision-making, and the evolving role of organizational leadership in managing and sustaining digital change. The results further indicate that strategic HRM adaptation in hospitals is not limited to technological implementation but also involves organizational culture, leadership commitment, and policy alignment within the national health system. This article discusses both opportunities and challenges associated with strategic HRM adaptation in Thai hospitals and highlights implications for policy and practice. The study offers academic and policy-oriented recommendations to support the development of resilient and digitally responsive HRM systems in Thai hospitals, contributing to the long-term sustainability and effectiveness of the healthcare system in the digital era.

The Strategic Proposal for Developing Innovative Leadership Attributes in School Under Phitsanulok Primary Educational Service Area Office 3

2025-12-18T22:45:45+07:00

This policy research aimed to (1) develop strategic proposals for strengthening the innovative leadership characteristics of school administrators and (2) assess the appropriateness, feasibility, and utility of the proposed strategies. The study employed a two-phase research design. In Phase 1, documentary analysis was conducted alongside in-depth interviews with subject-matter experts to synthesize theoretical and practical insights and formulate comprehensive strategic proposals. In Phase 2, the proposed strategies were evaluated by a panel of experts using structured assessment criteria. The resulting strategic framework comprised six interrelated components: vision, mission, goals, objectives, strategies, and implementation guidelines. Evaluation findings indicated that the overall quality of the strategic proposals was rated at the highest level across all criteria, including propriety (= 4.81, S.D. = 0.40), feasibility ( = 4.77, S.D. = 0.45) and utility ( = 4.85, S.D. = 0.38).

Design Thinking and Cultural Innovation as Strategic Catalysts for Managing Creative Technology in Local Creative Economy Development

2025-11-27T11:30:55+07:00

Local creative economies must balance cultural preservation with continuous innovation, yet the integrated mechanisms linking design capability, cultural transformation, and technology management remain insufficiently examined. This study investigates how Design Thinking, Cultural Innovation, and Creative Technology Management collectively shape organizational innovation capability and creative economy outcomes. A mixed-methods approach was employed with 300 participants from diverse local creative organizations. Quantitative analyses including descriptive statistics, correlation analysis, and Structural Equation Modeling (SEM) showed moderate to high levels across all competencies and confirmed significant positive relationships among constructs. SEM results demonstrate that Design Thinking enhances both innovation performance (β = .41, p < .001) and Cultural Innovation (β = .52, p < .001), while Creative Technology Management mediates the conversion of cultural value into scalable economic outcomes (β = .27, p < .01). Qualitative thematic analysis further supports these findings, revealing community co-creation, cultural meaning-making, and technology-enabled amplification as central mechanisms. Overall, the integration of human-centered design, culturally grounded innovation, and adaptive technology management provides a strategic foundation for sustainable local creative economy development. The study contributes conceptually by clarifying how design, culture, and technology co-evolve, and offers practical implications for strengthening innovation capabilities within creative ecosystems.

Factors Affecting the Quality Culture of School for Kamphaengphet Primary Educational Service Area Office 1

2025-12-15T22:27:31+07:00

The objectives of this study were to: (1) examine the level of quality culture in schools; (2) investigate the level of factors influencing school quality culture; (3) analyze the relationships among factors affecting school quality culture; and (4) develop a predictive equation for factors influencing school quality culture within Kamphaeng Phet Primary Educational Service Area Office 1. The sample consisted of 322 school administrators and teachers, determined using Krejcie and Morgan’s sample size table. Of the total sample, 90 administrators were selected through purposive sampling, while 232 teachers were selected using stratified random sampling based on district proportions across 201 schools in five districts under Kamphaeng Phet Primary Educational Service Area Office 1. Data were collected using a structured questionnaire measuring factors affecting school quality culture. Descriptive statistics, including mean and standard deviation, were used to analyze levels of variables, while inferential statistics included Pearson’s correlation coefficient and enter multiple regression analysis.

The results indicated that: (1) the overall level of school quality culture was at the highest level; (2) the overall level of factors influencing school quality culture was also at the highest level; (3) correlation coefficients among the predictive variables ranged from 0.809 to 0.891, indicating strong positive relationships; and (4) multiple regression analysis revealed that clear policies and operational guidelines, administrative capability, and change and development significantly predicted school quality culture at the .01 level, whereas vision significantly predicted school quality culture at the .05 level. The multiple correlation coefficient (R) was 0.923, with a coefficient of determination (R²) of 0.851, indicating that the predictive variables explained 85.1% of the variance in school quality culture. The standard error of estimate was 0.177.