The Impact of Effective Teams and Their Antecedents on Perceived Organizational Performance in the Thai Auto Parts Industry

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Manee Kiewcharoen
Prayong Meechaisue
Wirat Sanguanwongwan
Norapol Chinuntdej


In this dissertation the researcher had the purposes to study the impact of effective teams and its antecedents consisting of transformational leadership, organizational climate and self-efficacy to perception of organizational performance and to confirm the Structural Equation Model with the empirical data in the Thai auto-parts manufacturers. Research methodology is a mixed research using qualitative research by in-depth interview of 6 key informants, and 4 focus group discussions. In the quantitative research approach, a questionnaire was used as an instrument to collect data using the method of systematic random sampling. The research population consisted of 512 employees The Structural Equation Modeling (SEM) was used for the statistical analysis.

Findings showed that transformational leadership had a positive impact on organizational climate, self-efficacy, effective teams, and perception of organizational performance. Organizational climate had a positive impact on self-efficacy, effective teams, and perception of organizational performance. In addition, self-efficacy had a positive impact on effective teams and perception of organizational performance. Effective teams had a positive impact on perception of organizational performance. And Structural Equation Model was consistent with the empirical data. Findings also showed that transformational leadership created a good organizational climate, self-efficacy personnel and strong teams to reach the goals of organization. This will benefit to the study of the team and perception of organizational performance in other industry groups in the future.


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Kiewcharoen, M., Meechaisue, P., Sanguanwongwan, W., & Chinuntdej, N. (2021). The Impact of Effective Teams and Their Antecedents on Perceived Organizational Performance in the Thai Auto Parts Industry. Ph.D. In Social Sciences Journal, 11(2), 508–519. Retrieved from
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