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Sasin Journal of Management


Sasin Journal of Management (SJM) was launched in 1995 to educate and stimulate the minds of business leaders and academics around the world by keeping them abreast of the latest theories and practical knowledge while also participating in a forum that brings East and West together in the sharing of information and insights.

Our editorial board consists of business leaders and faculty members drawn from the Wharton School of the University of Pennsylvania, from the J.L. Kellogg Graduate School of Management of Northwestern University, and from Sasin's own faculty. Meet the editorial board by clicking here.

SJM brings you a balanced mix of articles in a variety of business fields, including case studies of corporations and interviews with renowned business leaders.

  Back Issues:
 

Sasin Journal of Management, Volume 17, Number 1, 2011

Franco Gandolfi

What Drives You to Shop for Imitations on the Internet? Predicting Online Purchase of Counterfeit Goods: An Investigation of TRA and TPB

Dr. Atthaphol Jirotmontree is a lecturer in the International MBA Program at Prince of Songkla University, Hatyai Campus, Thailand.

This research highlights the rising problem of counterfeit goods consumption in Thailand. The study investigates consumer’s purchase intention and compares the validity of two behavioral intention theories: TRA (theory of reasoned action) and TPB (theory of planned behavior). The results indicate direct impact of attitude to be the greatest on behavioral intention. Though structural path analysis found TPB to provide better fit in predicting unethical online purchase, model comparison suggests consumer seek a rational decision-making process when purchasing counterfeits.


Sasin Journal of Management, Volume 15 November 1, 2009
Franco Gandolfi  

Human Resource Management Practices in Listed Firms in Sri Lanka

Professor Dr. H.H.D.N.P. Opatha is the Professor of Human Resource Management (on Merit) in the Department of Human Resource Management, Faculty of Management Studies and Commerce, University of Sri Jayewardenepura; Mr. D. K. Sanjeewa Serasinghe is the Head of the Department of Human Resources of Associated Motor Ways Ltd, Sri Lanka.

The objective of this research paper was to investigate whether size and age of listed firms relate to systematic use of HRM practices being followed by those firms and whether a significant difference exists between local firms and multinational firms operating in Sri Lanka with regard to systematic use of HRM practices.  Three hypotheses were formulated using a deductive approach.  The study was conducted with 248 listed firms in the Colombo Stock Exchange. Type of investigation was correlational and it was cross-sectional in time.  The unit of analysis of this study was at the firm level.  The structured survey was administered to cover all the firms with human resource managers responding on behalf of the firms.  However it was possible to collect data from only 66 managers representing 66 firms.  In order to test the first and second hypotheses that were concerned with the relationship of size and age with systematic use of HRM practices, the Pearson Product-Moment Correlation technique was applied.  The third hypothesis was concerned with differences between multinational firms and local firms with regard to systematic use of HRM practices, and Independent Sample T test was the appropriate technique to test the validity of this hypothesis.  The results of the study showed a significant difference existing between local firms and multinational firms operating in Sri Lanka with regard to systematic use of HRM practices.  However the study revealed that size of the firm and the degree of systematic use of HRM practices and also age of the firm and the degree of systematic use of HRM practices were not significantly and positively related.  Implication of the findings is that irrespective of the size and the age of the firm, it is possible to establish good practices of Human Resource Management which contribute to provide the organization with a more appropriate and contented employee workforce that can make a maximum contribution to its success.  In this context, top management support and employment of personnel who specialize in HRM may be more important in enhancing the systematic use of HRM practices in firms.

Franco Gandolfi  

A Framework for Identifying Prioritized Strengths and Weaknesses of Competitiveness: A Case Study of Thailand

Sasin Graduate Institute of Business Administration of Chulalongkorn University, Bangkok, Thailand: Dr. Piyachart Phiromswad is a faculty member in Finance; Dr. Sabin Srivannaboon is a faculty member in Management and Strategy; and Dr. Taka Fujioka is a faculty member in Management and Strategy, and a research fellow at Management Center of Graduate School of Social Science of Hiroshima University, Japan.

An important question for researchers and policy makers is how we should efficiently allocate limited resources of nations for sustainable economic growth. In this paper, we propose a framework for identifying prioritized strengths and weaknesses that emphasize objectivity and transparency using the Global Competitiveness Report 2008-2009 of the World Economic Forum (WEF). We select Thailand as a case study to apply this framework for promoting relevant policy making dialogues. The framework proposed here goes beyond the ranking statistics provided by WEF as it incorporates the relative importance (i.e. the weight) of each factor for promoting long-term economic growth in a simple but yet meaningful way. With this framework, we argue that Thailand’s prioritized strengths lie in its big market size, strong labor market conditions, good infrastructure system, and stable macroeconomic condition. We also identify that Thailand’s prioritized weaknesses lie in its poor health-related factors, technological readiness, and institutions. Finally, we provide preliminary policy recommendations as potential guidelines on how to improve prioritized weaknesses of Thailand at present and in the future. However, formulating and implementing the relevant and effective policies will require more serious substantive analysis.

Franco Gandolfi  

Developing Good Practices for Ecotourism Tour Operators

Dr. Aswin Sangpikul is the Director of Tourism Management Graduate Program and an Assistant Professor of Tourism and Hospitality at Dhurakij Pundit University, Bangkok, Thailand.

The purpose of this study is to develop good practices for eco-tour operators.  Due to the gap of knowledge on this issue, this study has analyzed and synthesized the existing literature in order to determine the criteria for ecotourism and indicators to serve as the theoretical model.  The model is named the ‘6 Elements of Ecotourism Model for Tour Operators’ (EMTO) comprising 6 criteria and 27 indicators.  The good practices are developed on the frame of the EMTO and the actual practices examined in the study.  They are expected to assist eco-tour operators to be competitive in the global market and to serve as the quality control mechanism for the tourism industry.

 

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