The Effects of Human Resource Management Innovation, Organizational Agility, and Organizational Dynamic Capabilities on the Performance of Security Service Companies in the Bangkok Metropolitan Region
Keywords:
Management Innovation, Human Resources, Organizational Agility, Dynamic Capabilities, Organizational PerformanceAbstract
This study examined the structural relationships among management innovation, human resources, and organizational agility, and their effects on organizational dynamic capabilities and organizational performance among security service companies in the Bangkok Metropolitan Region. A quantitative research design was employed, and data were collected from a sample of 300 administrative and operational personnel using a validated questionnaire. Structural equation modeling (SEM) was used to test the hypothesized relationships. The results showed that the model fit the empirical data well (χ² = 205.462, df = 77, χ²/df = 2.668, CFI = 0.954, RMSEA = 0.075). The three exogenous variables jointly explained 46% of the variance in dynamic capabilities (R² = 0.46) and, together with dynamic capabilities, explained 45% of the variance in organizational performance (R² = 0.45), which was operationalized through service efficiency, customer satisfaction, and competitiveness. Organizational agility had the largest total effect on organizational performance, whereas human resources had the strongest direct effect on dynamic capabilities. Dynamic capabilities acted as a significant mediator, translating organizational resources and management structures into sustained organizational performance. These findings suggest that security service companies should prioritize organizational agility and human capital development jointly rather than as separate initiatives.
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