The Influence of the Mediating Variables of Management Innovation and Organizational Agility Linking Leadership and Management Policies to the Performance of Construction Material Sales Companies in Bangkok and Surrounding Areas
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Abstract
This study aims to examine the levels and effects of leadership, management policy, management innovation, and organizational agility on the business performance of construction material trading companies in the Bangkok Metropolitan Region, and to develop a performance-driven model for these companies. A sequential mixed-methods design was employed, collecting quantitative data from 380 entrepreneurs using a five-point Likert-scale questionnaire, analyzed through descriptive statistics and structural equation modeling (SEM), and qualitative data from 30 experts via in-depth interviews, analyzed through content analysis. Findings indicate that leadership, management policy, management innovation, organizational agility, and business performance were all at high levels (mean scores ranging from 3.74 to 4.18). Management innovation, organizational agility, leadership, and management policy had statistically significant effects on business performance (p < .05) and collectively explained 72% of the variance (χ² = 253.65, df = 129, χ²/df = 1.96, RMSEA = .048). The PLAE Model illustrates the integrated roles of government, lead firms in the supply chain, business associations, and entrepreneurs, emphasizing policy direction, standard- and demand-setting, knowledge transfer, and the translation of policy into practice to enhance efficiency, business performance, and the long-term sustainability of construction material trading enterprises.
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