A Social and Cybernetic Psychological Model for the Social Entrepreneurship-driven Community-based Tourism (CBT) Development in Chiang Rai, Thailand
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Published:
Apr 5, 2020
Keywords:
Cybernetic Psychological Model Community-based Tourism Social Entrepreneurship
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Abstract
Creative use of social entrepreneurship concept for community-based tourism (CBT), or vice versa, has been recognized as an approach to improve the quality of life of the community as well as to provide a sustained livelihood that can positively result in educational and tourism-oriented values to the tourists. Nevertheless, the existing body of knowledge has not, either theoretically or empirically, informed on a valid structure of framework that can guide the development of the social entrepreneurship-driven CBT. The concepts of social psychology and contemporary approach of the cybernetic psychology are used to help provide a theoretical structure to explain the community-based development, participation, human capitalization, community identity creation, tourism business model design and implementation, perceptions and attitudes towards CBT. Semi-structural interviews and observations provide the foundations for maximizing the effect size of the multiple regression analysis of the theoretical model and the hypotheses deduced, which enables the suitability of the sample size of 88 community member participations in the survey. Empirical validation confirms the proposed social psychological and cybernetic psychology theories for the use in social entrepreneurship-driven CBT development.
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Tan, C. C. ., Sitikarn, B. ., Anomasiri, S. ., & Pathan, A. . (2020). A Social and Cybernetic Psychological Model for the Social Entrepreneurship-driven Community-based Tourism (CBT) Development in Chiang Rai, Thailand. Asia Pacific Journal of Religions and Cultures, 2(2), 1–24. Retrieved from https://so06.tci-thaijo.org/index.php/ajrc/article/view/241217
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References
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Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50: 179-211.
Ajzen, I. and Fishbein, M. (1980). Understanding attitudes and predicting social behavior. Englewood Cliffs, NJ: Prentice-Hall.
Ajzen, I. and Madden, T.J. (1986). Prediction of goal-directed behavior: Attitudes, intentions, and perceived behavioral control. Journal of Experimental Social Psychology, 22: 453-474.
Argyris, C., & Schon, D.A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison Wesley.
Balogun, J., & Floyd, S.W. (2010). Breaking out of strategy vectors: Reintroducing culture. Research in Organizational Change and Development, 18: 51-76.
Belk, R.W. (1988). Possession and the extended self. Journal of Consumer Research, 15(2): 139-168.
Bourner, T. (2011). Action learning over time: An Ipsative enquiry. Action Learning: Research and Practice, 8(1), pp. 3-56.
Casteran, H., & Roederer, C. (2013). Does authenticity really affect behavior? The case of the Strabourg Christmas market. Tourism Management, 36: 153-163.
Coghlan, D., & Rigg, C. (2012). Action learning as praxis learning and changing. Research in Organizational Change and Development, 20: 69-89.
Darley, J.M., & Latane, B. (1968). Bystander intervention in emergencies: Diffusion of responsibility. Journal of Personality and Social Psychology, 8: 377-383.
Dawes, P.L. (2003). A model of the effects of technical consultants on organizational learning in high-technology purchase situations. The Journal of High Technology Management Research, 14: 1-20.
Drucker, P.F. (1985). Innovation and entrepreneurship. New York: Harper Business.
Garcia, S.M., Weaver, K., Moskowtiz, G.B., & Darley, J.M. (2011). Crowded minds: The implicit bystander effect. In R.J. Crisp (Ed.), Social Psychology: Critical Concepts in Psychology: 153-178. New York, NY: Routledge.
Hawken, P., Lovins, A., & Lovins, L. (2008). Natural capitalism: Creating the next industrial revolution. Boston: Back Bay Books.
Herrera, M.E.B. (2015). Creating competitive advantage by institutionalizing corporate social innovation. Journal of Business Research, 68: 1468-1474.
Inkpen, A., & Currall, S. (2004). The coevolution of Trust, Control and Learning in Joint Ventures. Organization Science, 15: 586-599.
Inta, A., Shengji, P., Balslev, H., Wangpakapattanawong, P., & Trisonthi, C. (2008). A comparative study on medicinal plants used in Akha’s traditional medicine in China and Thailand, cultural coherence or ecological divergence. Journal of Ethnopharmacology, 116: 508-517.
Kickul, J., & Bacq, S. (2012). Patterns in social entrepreneurship research. Massachusetts: Edward Elgar Publishing, Inc.
Kunjuraman, V., Hussin, R., & Yasir, S.M. (2015). Challenges of seaweed community-based homestay programme in Sabah, Malaysian Borneo. Proceedings of the Hospitality & Tourism Conference 2015. London: Taylor & Francis Group.
Mandler, B. (1975). Mind and emotion. New York: Wiley.
Marquardt, M. (2002). Building the learning organization. USA: Davis-Black Publishing.
Martin, R.L., & Osberg, S. (2007). Social entrepreneurship: The case for definition. Stanford Social Innovation Review, 5(2): 28-39.
Morgan, D.E., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International Journal of Human Resource Management, 42(4): 403-419.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Perrini, F., & Vurro, C. (2012). A multi-stakeholder perspective on social business planning: Opportunity discovery and exploitation in the case of dynamo camp. In J. Kickul and S. Bacq (Eds.), Patterns in Social Entrepreneurship Research: 42-67. Massachusetts: Edward Elgar Publishing Limited.
Piderit, S.K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4): 783-794.
Pryor, J.B., & Ostrom, T.M. (1981). The cognitive organization of social information: A converging-operations approach. Journal of Personality and Social Psychology, 41: 628-641.
Schianetz, K., Kavanagh, L., & Lockington, D. (2007). The learning tourism destination: The potential of a learning organization approach for improving the sustainability of tourism destinations. Tourism Management, 28: 1485-1496.
Tan, C.C. (2016). Towards a phenomenological theory of corporate social responsibility and its spirited services. India: IMRF Publication House. ISBN 978-93-84124-99-1.
Wiener, N. (1948). Cybernetics or control and communication in the animal and the machine. Boston, Massachusetts: M.I.T. Press.
Worley, C.G., & Lawler, E.E. III. (2010). Built to change organizations and responsible progress: Twin pillars of sustainable success. Research in Organizational Change and Development, 18: 1-49.
Yolles, M., Fink, G., & Dauber, D. (2011). Organizations as emergent normative personalities: Part 1. The concepts. Kybernetes, 40(516): 635-669.
Yolles, M., & Gerhard, F. (2014). Personality, pathology, and mindsets: Part 1 – Agency, personality and mindscapes. Kybernetes, 43(1): 92-112.
Zahra, S.A., Gedajlovic, E., Neubaum, D.O., & Shulman, J.M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24(5): 519-532