Leadership development in the One Tambon One Product (OTOP) scheme in Thailand


  • chuleeporn Lakhanapipat
  • Ian Smith
  • Chalong Tubsree


Leadership, Human resources development, OTOP


This study explored the leadership development of OTOP leaders. This study applied a qualitative research design using a case study as the research strategy. Purposive sampling was used to select the cases, which were  threecommunity producer groups who were awarded the OTOP Product Champion ( OPC ) status in 2010 for their five-star high quality durian crisps in the Eastern region of Thailand. A total of 19 participants were interviewed and observations were made in their villages. Analyses were carried out from multiple source of data. A coding process was employed to answer the research questions. Ten categories emerged from the qualitative data analysis: leadership competency, development method, learning source of leadership, group member administration, quality of work operation, financial management of the OTOP group, welfare system for OTOP group members, activities for supporting group relationship, relationship between leader’s business and group’s business, and a good relationship with the public sector. The findings of this study are useful in at least in at three ways: (1) to make a contribution to knowledge in the field of HRD in which leadership has been found to be a vital factor for the local OTOP schemes; (2) to be used as a guideline for KRD professionals both practically and academically in other local communities; and (3) to provide the local government authorities with a clear vision at the national level of the OTOP processes in successful cases.

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