อิทธิพลของทุนของคณะกรรมการสหกรณ์และจริยธรรมของคณะกรรมการสหกรณ์ต่อผลการดำเนินงานของสหกรณ์ในประเทศไทย : วิธีวิจัยแบบผสมผสาน

Abstract

The objectives of this study were (1) to study the mediating role of Cooperative Organizational Capital (COC) in the relationship between Cooperative Board Capital (CBC) and Cooperative Organizational Performance (COP) in the use of cooperative services in Thailand. (2) to study the mediating role of Cooperative Organizational Accountability (COA) in the relationship between Cooperative Board Ethics (CBE) and Cooperative Organizational Performance (COP) in the use of cooperative services in Thailand. (3) To investigate the distinctions between agricultural and non-agricultural cooperatives. (4) to investigate the issues and barriers encountered by the CBC, COC, CBE, COA in managing cooperatives in Thailand. This research project uses a convergent parallel design that combines quantitative and qualitative research. Questionnaires were utilized to obtain data for this study's quantitative investigation. The sample group is made of Thailand had 133 cooperatives, with 67 agricultural and 66 non-agricultural cooperatives. The following are the three sources for the sample group: 529 cooperative employees, 133 cooperative managers, and 133 cooperative auditors make up this group. The inclusion of three data sources was done to alleviate any worries about common method variance (CMV) that could come from utilizing a single source. For qualitative research the key informants were 14 cooperative managers from 3 agricultural cooperatives, 2 each and 4 non-agricultural cooperatives, 2 each. Descriptive statistics and t-test analysis were used to analyze the data and Mplus software was used to create a structural equation model.

The study's t-test analysis found that the CBC factors were significant. Non-agricultural cooperatives had a larger human capital dimension than agricultural cooperatives, which averaged 0.05. COA factors. Non- agricultural cooperatives have a greater member responsibility dimension than agricultural cooperatives on average with a 0.05 threshold of statistical significance and COP factors non-agricultural cooperatives had a higher average than agricultural cooperatives at the 0.05 threshold, statistically significant. The structural equation model study found that the CBC variable had a statistically significant indirect link to cooperative performance through COC. Given a CBE variable and an indirect coefficient of effect of 0.260 (Z = 2.860, p = 0.004) (CBE). COC was statistically significant. 0.075 (Z = 1.753; p = 0.080) was the indirect coefficient of effect. According to the conclusions of the qualitative research, the CBC, COC, CBE, and COA are critical to the success of all cooperatives. It was also revealed that non-agricultural cooperatives' human capital cooperative board capital, as well as financial and structural capital cooperatives' cooperative organizational capital, were more equipped than agricultural cooperatives, which had a distinct influence on their performance. However, based on the findings of the study, it can be stated that the cooperative committee, as the organization's driving force, must be aware and competent. Understands the many regulations and practices ethical cooperative management in order to get good cooperative results. As a result, cooperatives must recognize the value of the Cooperative Board Capital, Cooperative Board Ethics, Cooperative Organizational Capital, and Cooperative Organizational Accountability. This will result in a successful cooperation effort.