https://archive.cm.mahidol.ac.th/handle/123456789/1 2026-11-06T19:24:23Z https://archive.cm.mahidol.ac.th/handle/123456789/6165 Title: From Acclaim to Anticipation: A Case Study of Project Management, Communication, and Trust in the Development of Hollow Knight: Silksong Authors: Zhixiang Mao Abstract: This paper analyses the prolonged development of Hollow Knight: Silksong, examining how interconnected operational, relational, and organizational failures eroded community trust and confidence. This study uses qualitative analysis of public records, community discourse, and six stakeholder interviews to identify a vicious cycle composed of three interconnected issues: perfectionist-driven scope creep, a breakdown in parasocial relationships and expectation management, and the human capital fragility of a small creative team. By applying project management, parasocial relationship, expectation confirmation, and strategic human resource management frameworks, this research demonstrates that failure in one domain amplifies failures in the others, producing self-reinforcing delays and declining goodwill. The analysis concludes that crowdfunding success requires more than funding alone; it demands integrated scope control, relational stewardship, and resilient human capital design. The findings provide genre-aware guidance for indie development teams, particularly for Metroidvania projects, where the core mechanic of "ability-gating" inherently multiplies scope risk. Description: 39 leaves 2025-01-01T00:00:00Z https://archive.cm.mahidol.ac.th/handle/123456789/6164 Title: Strategic ecosystem mapping for Murmuration’s expansion into the Spanish sustainable tourism sector Authors: Panyada Thiammuang Abstract: This thematic paper explores the strategic entry and long-term positioning of Murmuration, a French geospatial intelligence company, within Spain’s sustainable tourism innovation ecosystem. In response to the growing demand for climate-informed governance in tourism, the study examines how Murmuration’s environmental monitoring and data analytics capabilities can align with the decentralized and publicly funded smart destination framework in Spain. Drawing on stakeholder theory and ecosystem-based innovation approaches, the paper employs qualitative desktop research and case-based analysis to map public institutions, private technology firms, integrators, and funding bodies across national and regional levels. Chapter 3 outlines the methodological structure used to identify ecosystem actors, analyze their roles and influence, and evaluate institutional and funding alignment. Findings in Chapter 4 present a categorized stakeholder map, functional role assessment, and influence–interest matrix, highlighting strategic partners such as SEGITTUR, Smart Tourism Offices, Red.es, and Horizon Europe consortia. Based on these findings, Chapter 5 proposes a phased entry roadmap emphasizing institutional anchoring, pilot deployment in high-readiness cities, funding integration, and ecosystem visibility. The paper concludes by identifying long-term positioning pathways and acknowledging limitations related to data access and field validation, while recommending future research through local interviews and pilot monitoring. This research contributes to both Murmuration’s internationalization planning and to broader strategies for climate-tech actors seeking entry into publicly driven tourism innovation systems. Description: 61 leaves 2025-01-01T00:00:00Z https://archive.cm.mahidol.ac.th/handle/123456789/6163 Title: Cultural Hybridity and Generational Leadership: Managing Change in Thai-Indian Family-Owned Businesses in Thailand Authors: Ratvarin Teankrajang Abstract: This study examines generational differences in leadership and management within Thai-Indian family enterprises, focusing on how younger successors adapt to and transform traditional practices. Using a qualitative approach, in-depth interviews were conducted with two third- and fourth-generation members of real estate family businesses in Bangkok, supported by secondary data. Findings reveal that the older generation exhibits Transactional Leadership, emphasizing hierarchy and control, while the younger generation demonstrates Visionary Leadership, centered on innovation and collaboration. Analysis through Hofstede’s Cultural Dimensions and Trompenaars’ Seven Dimensions of Culture highlights shifts in power distance, uncertainty avoidance, collectivism, and the move from ascription to achievement. The study concludes that effective succession depends on open communication, cultural respect, and the integration of modern strategies. These findings contribute to understanding how Thai-Indian family businesses can balance tradition with innovation to ensure continuity and sustainable growth across generations. Description: 37 leaves 2025-01-01T00:00:00Z https://archive.cm.mahidol.ac.th/handle/123456789/6162 Title: Engaging Stakeholders for Sustainable Community Change: a Case Study of Ban Huai Thon Specialty Coffee Project Authors: Komecharat Pussadee Abstract: This paper explores how a specialty coffee shop in Bangkok worked with the Ban Huai Thon community in Nan Province to transform traditional commercial coffee farming into specialty coffee production. The study aims to understand how the coffee shop engaged different stakeholders including farmers, roasters, and local leaders to create sustainable change. Using Kotter’s (1996) Eight Steps for Leading Change as the main framework, the research was conducted through semi-structured interviews with key participants who took part in the project. The findings show that the transformation process was built on trust, collaboration, and shared learning. The coffee shop helped farmers understand market value, provided training and fair purchasing agreements, and celebrated small wins that encouraged more villagers to join. Over time, the project became a long-term partnership that improved farmers’ income, strengthened community unity, promoted sustainable farming, and built pride in being a coffee-growing community. The study also emphasizes that sustainable change lasts when communities are supported to become more independent and continue the process on their own. Description: 44 leaves 2025-01-01T00:00:00Z