Factors Affecting the Performance of Golf Course Organizations in Thailand: The Mediating Role of Competitive Advantage
Main Article Content
Abstract
This research article aims to study (1) the influence of seven dimensions of dynamic capability, including human capital, declarative knowledge, procedural knowledge, sensing capability, learning capability, integrating capability, and coordinating capability, which directly affect the competitive advantage of golf course organizations in Thailand; (2) the competitive advantage that directly affects organizational performance; (3) the indirect effects of dynamic capability on organizational performance through competitive advantage; and (4) to validate the consistency of the causal relationship model with empirical data. This quantitative research employed questionnaires to collect data from representatives of 231 golf courses in Thailand. Data analysis included frequency distribution, percentage, mean, standard deviation, and structural equation modeling analysis.
Findings are as follows: (1) all seven dimensions of dynamic capability had a direct positive effect on competitive advantage; (2) competitive advantage had a direct positive effect on organizational performance; (3) all seven dimensions of dynamic capability had an indirect positive effect on organizational performance through competitive advantage; and (4) the causal relationship model was consistent with the empirical data.
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Academic articles, research articles, and book reviews in the Ph.D. in Social Sciences Journal are author’s opinions, and not the publisher’s, and is not the responsibility of the Ph.D. in Social Sciences Journal Philosophy Association, Ramkhamhaeng University. (In the case that research is done on human, the researcher has to be trained in Ethics for Doing Research on Human Training and has to produce the evidence of the training).
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