A Study on Fundamental Problems for Small and Medium Agricultural Machinery Industries in Central Region Area
Agricultural machinery industry plays an important
role in the industrial development especially the production industry
of the country. There has been continuing development responding to
the higher demand of the production. However, the problem in
agricultural machinery production still exists. Thus, the purpose of
this research is to investigate problems on fundamental factors of
industry based on the entrepreneurs’ point of view. The focus was on
the small and medium size industry receiving factory license type
number 0660 from the Department of Industrial Works. The
investigation was on the comparison between the management of the
small and medium size agricultural industry in 3 provinces in the
central region of Thailand. Population in this study consisted of 189
company managers or managing directors, of which 101 were from
the small size and 88 were from the medium size industry. The data
were analyzed to find percentage, arithmetic mean, and standard
deviation with independent sample T-test at the statistical
significance .05. The results showed that the small and medium size
agricultural machinery manufacturers in the central region of
Thailand reported high problems in every aspect. When compared the
problems on basic factors in running the business, it was found that
there was no statistically difference at .05 in managing of the small
and medium size agricultural machinery manufacturers. However,
there was a statistically significant difference between the small and
medium size agricultural machinery manufacturers on the aspect of
policy and services of the government. The problems reported by the
small and medium size agricultural machinery manufacturers were
the services on public tap water and the problem on politic and
stability of the country.
[1] Abhisek Pansuwan. SMEs in the western region. Lecture notes, THA,
2003.
[2] Alek Sandar Karaev, S. C. Lenny Koh and Leslie T.Szamosi. The
Cluster approach and SME Competitiveness: a Review. Journal of
Manufacturing Technology Management, 2007.
[3] Ayse Saka-Helmhout and Elif Karabulut. Institutional Barriers to
Entrepreneurship in Clusters. Evidence from the Turkish Textile.
Sector. International Journal of Emerging Market, 2006.
[4] Best, John W. Research in Education. 4th ed. Englewood Cllffs new
jersey: Prentice Hall Inc, 1981, p. 196.
[5] Preecha Thivashut. Intelligence activities inspired recipes. Guide small
business owners. Bangkok: Jareonwit Printing, THA, 2002.
[6] The challenge of rising economic and business opportunities. Economic
and Industrial Trends in THA, 2004, p. 133.
[7] The economy and society. Office of the National Economic and Social
Development Board at 42.Issue 1, Jan-Feb, THA, 2005.
[8] The Journal of the industry. Bangkok: Department of Industrial
Promotion Ministry of Industry for 48 years. Jul-Aug, 2010, pp. 4,9.
[9] The Office of Factory Registration. Department of Industrial Works,
Ministry of Industry, Feb, THA, 2010.
[10] The Office of Agricultural Economics. In cooperation with the Customs
Department, THA, 2011.
[11] The Office of Industrial Economics. Ministry of Industry, THA, 2009,
pp. 28-30.
[12] The Office of Agricultural Economics In cooperation with the Customs
Department. 2011. (Online). Retrieved from http / / www.oae.go.th. (23
Jun), THA, 2011.
[13] The Office of Industrial Economics Ministry of Industry. Economic
Activity Report - 1st Quarter labor Jan- Mar, 2010.
[14] Kaiharn Boonyean. in an interview Factory manager on 11 Sep 2011.
Sakpattanakarnkaset Ladbualong Phra Nakhon Si Ayutthaya THA,
2011.
[15] R. J. Calantone, T. S. Cavusgil, and Y. Zhao. “An Introduction to Signal
Detection and Estimation,” Industrial Marketing Management, vol. 31,
2002, pp. 515-524.
[16] I. Nonaka. “The Knowledge-Creating Company”, Harvard Business
Review, 1991.
[17] M. Ragab, and A. Arisha. “Knowledge Management and Measurement:
A Critical Review”, Journal of Knowledge Management, vol.17, no. 6,
2011, pp. 873- 901.
[18] K. M. Wiig. “Knowledge Management: Where Did It Come from and
Where Will It Go”, Expert Systems with Applications, vol.13, no. 1,
1997, pp. 1-14.
[19] Vymetal, A. Diacikova, and M. Vachova. Informacni a znalostni
management v praxi. Praha, Czech Rep: Lexis Nexis CZ, 2005.
[20] K. M. Eisenhardt. “Building Theories from Case Study Research”, The
Academy of Management Review, vol. 14, no. 4, 1989, pp. 532-550.
[21] K. M. Bartol, and A. Srivastava. “Encouraging Knowledge Sharing: The
Role of Organizational Studies, vol. 9, no. 1, 2002, pp.64-76”.
[22] L. P. Victoria. Community based disaster management in the
Philippines: Making a difference in people’s lives. Retrieved November
21,2011. from http : // www.preventionweb.net/files/773_8363.pdf
[23] E. Kharaishvili, M. Chavleishvili, Hazelnut. Business Development
Possibilities and Perspectives in Georgia, Agroinfo (supported by
USAID), # 1, Tbilisi, 2008, p.20-21.
[24] Food Safety and Quality Manual for Hazelnut Sector. The present
manual was published with the support of Physikalisch-Technische
Bundesanstalt (PTB) and Deutsche Gesellschaft fur Internationale
Zusammenarbeit (GIZ) Private Sector Development Program South
Caucasus, financed by the German Federal Ministry for Economic
Cooperation and Development (BMZ),2011.
[25] E. Kharaishvili. Problems of Competition and Competitiveness in Agro-
Food Products Sector in Georgia, Tbilisi, 2011, pg. 93, 125.
[26] K. Harman, A. Koohang, J. Paliszkiewicz. “Scholarly interest in
gamification a citation network analysis”, Industrial Management &
Data Systems, vol. 114, 2011, pp. 1438-1452.
[27] K. Chatterjee, G. L. Lilien. “Game theory in marketing science”
International Journal of Research in Marketing, vol.3, Jun 1986, pp.79-
93.
[28] T. Ambler and S. Barrow. “The employer brand”. Journal of Brand
Management, vol.4, 1996, pp. 185-206. [29] L. Branham. “Keeping the people who keep you in business: 24 ways to
hang on to your most valuable talent”, New York: American
Management Association, 2001.
[30] G. Martin. “Employer branding and Corporate reputation management:
a model and some evidence”, in C. Cooper and R. Burke (eds.) The peak
performing organization, London: Routledge, 2008, pp. 252- 274.
[31] CIPD. “Employer branding: a no-nonsense approach”, London:
Chartered Institute of Personnel and Development 2008.
[32] K. Backhaus and S. Tikoo. “Conceptualizing and researching employer
branding”, Career Development International, vol.9, no.5, 2004, pp.501-
51.
[1] Abhisek Pansuwan. SMEs in the western region. Lecture notes, THA,
2003.
[2] Alek Sandar Karaev, S. C. Lenny Koh and Leslie T.Szamosi. The
Cluster approach and SME Competitiveness: a Review. Journal of
Manufacturing Technology Management, 2007.
[3] Ayse Saka-Helmhout and Elif Karabulut. Institutional Barriers to
Entrepreneurship in Clusters. Evidence from the Turkish Textile.
Sector. International Journal of Emerging Market, 2006.
[4] Best, John W. Research in Education. 4th ed. Englewood Cllffs new
jersey: Prentice Hall Inc, 1981, p. 196.
[5] Preecha Thivashut. Intelligence activities inspired recipes. Guide small
business owners. Bangkok: Jareonwit Printing, THA, 2002.
[6] The challenge of rising economic and business opportunities. Economic
and Industrial Trends in THA, 2004, p. 133.
[7] The economy and society. Office of the National Economic and Social
Development Board at 42.Issue 1, Jan-Feb, THA, 2005.
[8] The Journal of the industry. Bangkok: Department of Industrial
Promotion Ministry of Industry for 48 years. Jul-Aug, 2010, pp. 4,9.
[9] The Office of Factory Registration. Department of Industrial Works,
Ministry of Industry, Feb, THA, 2010.
[10] The Office of Agricultural Economics. In cooperation with the Customs
Department, THA, 2011.
[11] The Office of Industrial Economics. Ministry of Industry, THA, 2009,
pp. 28-30.
[12] The Office of Agricultural Economics In cooperation with the Customs
Department. 2011. (Online). Retrieved from http / / www.oae.go.th. (23
Jun), THA, 2011.
[13] The Office of Industrial Economics Ministry of Industry. Economic
Activity Report - 1st Quarter labor Jan- Mar, 2010.
[14] Kaiharn Boonyean. in an interview Factory manager on 11 Sep 2011.
Sakpattanakarnkaset Ladbualong Phra Nakhon Si Ayutthaya THA,
2011.
[15] R. J. Calantone, T. S. Cavusgil, and Y. Zhao. “An Introduction to Signal
Detection and Estimation,” Industrial Marketing Management, vol. 31,
2002, pp. 515-524.
[16] I. Nonaka. “The Knowledge-Creating Company”, Harvard Business
Review, 1991.
[17] M. Ragab, and A. Arisha. “Knowledge Management and Measurement:
A Critical Review”, Journal of Knowledge Management, vol.17, no. 6,
2011, pp. 873- 901.
[18] K. M. Wiig. “Knowledge Management: Where Did It Come from and
Where Will It Go”, Expert Systems with Applications, vol.13, no. 1,
1997, pp. 1-14.
[19] Vymetal, A. Diacikova, and M. Vachova. Informacni a znalostni
management v praxi. Praha, Czech Rep: Lexis Nexis CZ, 2005.
[20] K. M. Eisenhardt. “Building Theories from Case Study Research”, The
Academy of Management Review, vol. 14, no. 4, 1989, pp. 532-550.
[21] K. M. Bartol, and A. Srivastava. “Encouraging Knowledge Sharing: The
Role of Organizational Studies, vol. 9, no. 1, 2002, pp.64-76”.
[22] L. P. Victoria. Community based disaster management in the
Philippines: Making a difference in people’s lives. Retrieved November
21,2011. from http : // www.preventionweb.net/files/773_8363.pdf
[23] E. Kharaishvili, M. Chavleishvili, Hazelnut. Business Development
Possibilities and Perspectives in Georgia, Agroinfo (supported by
USAID), # 1, Tbilisi, 2008, p.20-21.
[24] Food Safety and Quality Manual for Hazelnut Sector. The present
manual was published with the support of Physikalisch-Technische
Bundesanstalt (PTB) and Deutsche Gesellschaft fur Internationale
Zusammenarbeit (GIZ) Private Sector Development Program South
Caucasus, financed by the German Federal Ministry for Economic
Cooperation and Development (BMZ),2011.
[25] E. Kharaishvili. Problems of Competition and Competitiveness in Agro-
Food Products Sector in Georgia, Tbilisi, 2011, pg. 93, 125.
[26] K. Harman, A. Koohang, J. Paliszkiewicz. “Scholarly interest in
gamification a citation network analysis”, Industrial Management &
Data Systems, vol. 114, 2011, pp. 1438-1452.
[27] K. Chatterjee, G. L. Lilien. “Game theory in marketing science”
International Journal of Research in Marketing, vol.3, Jun 1986, pp.79-
93.
[28] T. Ambler and S. Barrow. “The employer brand”. Journal of Brand
Management, vol.4, 1996, pp. 185-206. [29] L. Branham. “Keeping the people who keep you in business: 24 ways to
hang on to your most valuable talent”, New York: American
Management Association, 2001.
[30] G. Martin. “Employer branding and Corporate reputation management:
a model and some evidence”, in C. Cooper and R. Burke (eds.) The peak
performing organization, London: Routledge, 2008, pp. 252- 274.
[31] CIPD. “Employer branding: a no-nonsense approach”, London:
Chartered Institute of Personnel and Development 2008.
[32] K. Backhaus and S. Tikoo. “Conceptualizing and researching employer
branding”, Career Development International, vol.9, no.5, 2004, pp.501-
51.
@article{"International Journal of Business, Human and Social Sciences:71584", author = "P. Thepnarintra and S. Nikorn", title = "A Study on Fundamental Problems for Small and Medium Agricultural Machinery Industries in Central Region Area", abstract = "Agricultural machinery industry plays an important
role in the industrial development especially the production industry
of the country. There has been continuing development responding to
the higher demand of the production. However, the problem in
agricultural machinery production still exists. Thus, the purpose of
this research is to investigate problems on fundamental factors of
industry based on the entrepreneurs’ point of view. The focus was on
the small and medium size industry receiving factory license type
number 0660 from the Department of Industrial Works. The
investigation was on the comparison between the management of the
small and medium size agricultural industry in 3 provinces in the
central region of Thailand. Population in this study consisted of 189
company managers or managing directors, of which 101 were from
the small size and 88 were from the medium size industry. The data
were analyzed to find percentage, arithmetic mean, and standard
deviation with independent sample T-test at the statistical
significance .05. The results showed that the small and medium size
agricultural machinery manufacturers in the central region of
Thailand reported high problems in every aspect. When compared the
problems on basic factors in running the business, it was found that
there was no statistically difference at .05 in managing of the small
and medium size agricultural machinery manufacturers. However,
there was a statistically significant difference between the small and
medium size agricultural machinery manufacturers on the aspect of
policy and services of the government. The problems reported by the
small and medium size agricultural machinery manufacturers were
the services on public tap water and the problem on politic and
stability of the country.", keywords = "Agricultural machinery, manufacturers, problems, on
running the business.", volume = "7", number = "11", pages = "2987-5", }
