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Please use this identifier to cite or link to this item: https://archive.cm.mahidol.ac.th/handle/123456789/820
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eperson.contributor.advisorSooksan Kantabutra-
dc.contributor.authorPAKORN WUTTIVICHAYANUN-
dc.date.accessioned2021-03-19T09:27:47Z-
dc.date.available2021-03-19T09:27:47Z-
dc.date.issued2014-05-13-
dc.identifierTP GM.007 2014-
dc.identifier.citation2014-
dc.identifier.urihttps://archive.cm.mahidol.ac.th/handle/123456789/820-
dc.description.abstractThe aim of this paper is to adopt Avery and Bergsteiner’s 23 Honeybee sustainable leadership practices derived from sustainable organizations as a framework to examine the leadership practices of ExxonMobil, Thailand. The research uses qualitative methods including interview, and observation. It also uses secondary research by finding information from corporate website and others. The research finding was found for compliance with 21 of Avery’s 23 sustainable leadership elements, but to various degrees. The paper concludes that Avery’s 23 Honeybee practices provide a useful framework applicable to global organization that operates in Thailand. The organization that wants to sustain their organization success could adopt Avery’s 23 Honeybee leadership practices to examine their leadership practices, and adjust them to become more sustainable. KEY WORDS: leadership/ sustainable leadership/ Honeybee leadership/ corporate sustainability-
dc.publisherมหาวิทยาลัยมหิดล-
dc.subjectGeneral Management-
dc.titleSUSTAINABLE LEADERSHIP: HONEYBEE PRACTICES AT EXXONMOBIL, THAILAND-
dc.typeThematic Paper-
Appears in Collections:Thematic Paper

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