FACTORS INFLUENCING SUCCESS IN DRIVING AN EXEMPLARY MORAL ORGANIZATION

Main Article Content

Nugool Songmongkolrat

Abstract

This article aims to explain, analyze, and synthesize the key factors contributing to the success of exemplary moral organizations by drawing upon theoretical concepts, related literature, and case studies. The analysis reveals that success depends on the integration of multiple factors, including moral leadership as a role model and direction setter, organizational culture that nurtures shared values, employee participation that fosters engagement, external support that provides resources and legitimacy, and knowledge management and innovation that enable continuous learning and adaptation. The interplay among these factors creates a “moral spiral” cycle that enhances organizational prominence and sustainability. To address these findings, the article proposes the “MORAL-NET Spiral Model” as a practical framework for guiding the development of moral organizations across diverse contexts, thereby strengthening their role as exemplary institutions and generating positive social impacts.

Article Details

Section
Article

References

จินตนา ศรีชัย. (2561). ปัจจัยแห่งความสำเร็จขององค์กรคุณธรรมต้นแบบในสถานศึกษา. วารสารการพัฒนาชุมชนและคุณธรรม, 5(2), 77–92.

สำนักงานคณะกรรมการพัฒนาระบบราชการ. (2563). รายงานการประเมินคุณธรรมและความโปร่งใส (ITA) ของหน่วยงานภาครัฐ. กรุงเทพมหานคร: ก.พ.ร.

สำนักงานคณะกรรมการส่งเสริมคุณธรรมแห่งชาติ. (2562). แผนแม่บทส่งเสริมคุณธรรมแห่งชาติ (พ.ศ. 2561–2565). กรุงเทพมหานคร: สำนักนายกรัฐมนตรี.

Arnstein, S. R. (1969). A ladder of citizen participation. Journal of the American Institute of Planners, 35(4), 216–224.

Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.

Denison, D. R., Nieminen, L. R., & Kotrba, L. M. (2014). Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys. European Journal of Work and Organizational Psychology, 23(1), 145–161.

Kaptein, M. (2019). The moral entrepreneur: A new component of ethical leadership. Journal of Business Ethics, 156(4), 1135–1150.

Nakano, C. (2017). Corporate ethics and compliance in Japan: From moral development to organizational learning. Asian Business & Management, 16(1-2), 42–62.

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press.

OECD. (2019). Government at a Glance 2019. Paris: OECD Publishing.

Pillay, S. (2016). Ethics in public service: The reality in practice. International Journal of Public Sector Management, 29(7), 650–665.

Provan, K. G., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229–252.

Punyasavatsut, C. (2018). Anti-corruption and ethical promotion in Thai organizations. Journal of Social Sciences, 14(2), 45–60.

Putnam, R. D. (2000). Bowling Alone: The Collapse and Revival of American Community. New York: Simon & Schuster.

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass.

Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements. Business Horizons, 56(1), 39–50.

Treviño, L. K., den Nieuwenboer, N. A., & Kish-Gephart, J. J. (2014). (Un)ethical behavior in organizations. Annual Review of Psychology, 65, 635–660.

UNDP. (2020). Thailand Human Development Report 2020: Human Security Today and Tomorrow. Bangkok: United Nations Development Programme.

World Bank. (2017). World Development Report 2017: Governance and the Law. Washington, DC: World Bank.