PUTTING HONEYBEE PRINCIPLE INTO PRACTICE IN THAI FAMILY BUSINESS AT LIME MASTER CO., LTD

Abstract

This paper adopts Avery and Bergsteiner’s 23 sustainable leadership practices derived from sustainable enterprises and categorized into three groups performance outcomes provide, foundation practices, higher-level practices and key performance drivers. A framework is to examine the business practices of Thai family business at Lime Master Co.,Ltd (LMC). The aimed of this paper is to build on and expand Kantabutra and Avery’s study and elements fit to Thai family business. Using a case study approach, research question, in-depth interview, questionnaire and nonparticipant observation techniques, reflective note taking were adopted as the data collection approaches to gather information at LMC Company. There were nine out of 23 that were strongly evident where the company value from the CEO perspectives that were valuing staff, ethical behavior, organizational change, responsibility for environment, social responsibility, stakeholders focused, innovation, staff engagement, and quality. Though Thai family business tend to be heroic leader rather than team leader, the overall business show some close fit elements with the Honeybee sustainable leadership. The result from the study suggested the Thai family businesses if they want to adopt Avery and Bergsteiner’s 23 sustainable leadership, they must make appropriate adjustment accordingly to achieve sustainability. KEY WORDS: SUSTAINABLE LEADERSHIP / RHINELAND PRINCIPLES / HONEYBEE LEADERSHIP / FAMILY BUSINESS / THAILAND