EMBEDDING HUMAN RESOURCE RISK MANAGEMENT WITHIN ENTERPRISE GOVERNANCE IN THAILAND’S EASTERN ECONOMIC CORRIDOR
DOI:
https://doi.org/10.14456/aamr.2026.25Keywords:
Enterprise Risk Management, Human Resource Risk, Organizational Governance, Administrative Resilience, Mixed-Methods EvaluationAbstract
This study investigates how enterprise risk management (ERM) practices influence human resource risk management (HRRM) implementation effectiveness within industrial organizations in Thailand’s Eastern Economic Corridor (EEC). By adopting an institutional perspective, the research conceptualizes HRRM not merely as a standalone technical control mechanism, but as an embedded governance practice critical for organizational sustainability. Utilizing an explanatory sequential mixed-methods design, the study first analyzed quantitative survey data from 400 industrial firms using structural equation modeling (SEM). The study then gathered qualitative insights through semi-structured interviews with 12 key informants to provide contextual depth. The empirical findings reveal that institutionalized ERM operational practices significantly enhance both the structured identification of HR risk dimensions and overall HRRM implementation effectiveness. Furthermore, HR risk factors partially mediate this relationship, with policy and strategic alignment risks emerging as the most prominent governance challenges. Ultimately, this study demonstrates that embedding workforce risk oversight within a broader enterprise governance architecture is essential for achieving long-term administrative resilience and human capital sustainability in emerging economies.
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