The Influence of Goal-Setting Practices and Organizational Structure on Organizational Resilience: A Study of a Thai State Enterprise

Abstract

Organizational resilience is increasingly important for public sector organizations facing rapid policy changes and growing public demands. This study examines how internal management systems—specifically goal-setting practices and organizational structure—affect the resilience of a Thai state enterprise. Using a qualitative approach, semi-structured interviews were conducted with seven employees from different departments to explore adaptability and crisis response. The findings reveal a negative interaction between goal-setting and organizational structure that weakens resilience. Goals were often unclear, lacked deadlines, and received little feedback, limiting learning and encouraging reactive behavior. At the same time, a rigid functional structure with multiple approval layers and communication silos slowed information flow and decision-making. In contrast, units with clear KPIs and delegated decision authority showed stronger adaptability. The study concludes that resilience depends on balancing stability with flexibility, supported by measurable goals, continuous feedback, and streamlined structures that empower front-line decision-making.