Area Based Development Research Journal

Enhancing the Potential of Tie-Dye Product Development Processes for Community Entrepreneurs: The Sichon Tie-Dye Group, Nakhon Si Thammarat Province, Thailand

Pharitporn Kawkamsue — 2026-03-03

Background: The Sichon Tie-Dye Group in Chalong Subdistrict, Sichon District, Nakhon Si Thammarat Province, is an entrepreneurial group that has received vocational development funding from both the government and private sectors. However, the group lacks knowledge and skills in developing new patterns and product designs. Most of their existing products are tie-dyed fabrics using chemical dyes with bright colors. Some products are tie-dyed with natural dyes from mangosteen leaves, resulting in light to medium brown colors. The products’ colors, patterns, and designs are not yet attractive to their target audience and are not significantly different from tie-dyed fabrics from other areas. To enable the Sichon Tie-Dye Group to become self-reliant in product development, a participatory action research process involving group members, researchers, and students was used, integrating design principles with the group’s traditional expertise.

Objectives: This research aims to create a learning process and enhance the self-reliance capacity of the Sichon Tie-Dye Group in product development. The specific objectives of this research were: 1) to develop tie-dye products using natural dyes that can meet a wider range of consumer needs; 2) to enhance the technical capabilities of the Sichon Tie-Dye Group in natural dye tie-dyeing; and 3) to analyze storytelling strategies for the products to increase market opportunities.

Methodology: The research process was designed within the framework of participatory action research, integrated with design thinking concepts. The group members were placed at the center, acting as co-creators with their own expertise and experience. The research consisted of two phases: 1) Development of tie-dye products using natural dyes, which involved surveying data and analyzing the group’s basic capabilities using a four-aspect pre-development readiness assessment; developing design work and conducting additional dyeing experiments to achieve colors and patterns according to the designed concept; creating product prototypes; and developing distribution strategies by designing and creating product labels displaying product information and contact channels. Post-activity evaluation was conducted using four aspects; and 2) Development towards a sustainable tie-dye product group using natural dyes, which involved analyzing storytelling strategies to increase market opportunities, enhancing natural dyeing techniques, and developing products to expand to new target groups and diverse applications.

Results and Findings: Phase 1 resulted in five prototype product sets: a two-tone set, a street style set, a beachwear set, a mother-daughter matching set, and a set of accessories made from tie-dyed fabric scraps. The products include clothing, bags, hats, shawls, body accessories, and improved distribution through the design and creation of product labels displaying product information and contact channels. Phase 2 resulted in the creation of the “Sichon Colors” prototype set, comprising women’s casual wear, women’s body accessories, t-shirts, bucket hats, bags, and scarves that can be used by both men and women. The products feature versatile designs that can be mixed and matched for various occasions, with over 30 fabric shades and more than 30 natural tie-dye patterns. Group members were able to transfer knowledge to the community, and a network was created by utilizing local waste materials to add value to the products.

Outcome, Impacts and Sustainability: Economic impact: Value is added to agricultural waste and marigold flowers used for religious ceremonies within the community. This helps reduce production costs and dependence on imported chemical dyes. The group’s income increases from selling products with unique stories and identities. Social impact: Group members gained pride and were empowered through capacity building to become trainers, sharing their knowledge with the community and tourists. A collaborative network was established for managing raw materials and creating value from the local cultural capital. Environmental impact: The transition to a circular economy helps reduce the release of toxins into the ecosystem and promotes the health of producers. The sustainability of this research’s results stems from the Sichon Tie-Dye Group’s ability to create their own natural tie-dye colors and patterns from locally sourced materials, develop their own designs, establish economic networks, transfer knowledge of natural tie-dyeing techniques using local materials, and create added value based on the environmental sustainability of the area.

Biomass Management in Community Forest using Biochar from "Ta-Ya-Ki Kiln": A Local Wisdom to Carbon Sequestration, Uttaradit Province, Thailand

Pruttipong Pantamanatsopa — 2026-03-03

Background: Community forests in Tha Pla District, Uttaradit Province, Thailand, are predominantly dry dipterocarp and deciduous forest ecosystems that play a vital role in supporting local livelihoods and ecological balance. However, these areas have been facing recurring forest fires during the dry season, open burning for agricultural land preparation, and the continuous accumulation of natural biomass such as dry branches, fallen logs, and dead standing trees. This excessive fuel load significantly increases fire intensity and makes fire suppression difficult. The situation has led to soil degradation, biodiversity loss, and deterioration of forest health. Moreover, open burning and wildfires contribute to the emission of fine particulate matter (PM2.5) and greenhouse gases, including carbon dioxide (CO₂), nitrous oxide (N₂O), and methane (CH₄), thereby affecting public health and exacerbating climate change at both local and global scales. Hotspot data recorded during 2023–2025 indicate a rising trend in fire incidents across Uttaradit Province, including areas surrounding Tha Pla District, highlighting the urgent need for an effective and sustainable biomass management strategy.

Objectives: This research aimed to (1) develop and implement the “Ta-Ya-Ki Kiln,” an innovative charcoal kiln that integrates local wisdom with scientific principles of combustion and pyrolysis for efficient biomass management; (2) establish a participatory change process that enhances community acceptance and ownership through participatory action research; and (3) evaluate the environmental, economic, and social impacts of biochar application for soil improvement and wildfire risk reduction.

Methodology: The study adopted a Participatory Action Research (PAR) approach involving university researchers, a local wisdom expert in charcoal production, local administrative organizations, community leaders, and farmer groups. The implementation process consisted of five major stages. First, community engagement and consensus building were conducted through the AIC (Appreciation–Influence–Control) process, enabling stakeholders to reflect on local fire-related problems and collaboratively define solutions. Second, knowledge exchange sessions were organized with a community charcoal expert to transfer experiential knowledge regarding temperature control, airflow management, and appropriate fire-extinguishing timing during charcoal production. Third, a prototype kiln was designed and developed with an open-bottom and inclined-wall structure to enhance air circulation and moisture release, thereby reducing incomplete combustion and smoke generation. Fourth, the performance and properties of the produced biochar were evaluated, including fixed carbon content, chemical functional groups and surface morphology. The integration of biochar application with moisture retention pits in forest areas was also tested. Finally, technology transfer and scaling-up activities were conducted through hands-on training workshops and field demonstrations in multiple communities.

Results and Findings: The results demonstrate that the Ta-Ya-Ki Kiln can produce high-quality biochar with approximately 80% fixed carbon content within only two hours. The pyrolysis process occurs optimally within a temperature range of 400–600°C, which promotes controlled thermal conversion and the formation of stable carbon structures. It was confirmed the transformation of biomass functional groups during carbonization and revealed a well-developed porous structure in the biochar produced by the Ta-Ya-Ki Kiln compared to conventional closed-bottom kilns. The porous structure enhances moisture retention capacity and soil carbon stabilization potential. When applied in community forest areas, the combined use of biochar and moisture enhancement practices significantly reduced the cost of firebreak construction from 15 THB to 3 THB (0.5 - 0.1 USD) per meter, resulting in annual savings exceeding 130,428 THB (4,347.6 USD). Household income increased by 20–28% through biochar sales and its use in organic agriculture. Furthermore, the number of labor days required for wildfire surveillance decreased by more than 10 days per year, representing cost savings of approximately 367,000 THB (12,233.33 USD). These findings highlight the economic viability and community-level benefits of intervention.

Outcome, Impacts and Sustainability: From an environmental perspective, biomass management through controlled biochar production reduced open burning activities, minimized PM2.5 emissions, and lowered the risk of cross-boundary wildfires. Satellite imagery analysis using the Normalized Difference Moisture Index (NDMI) before and after project implementation showed an increasing trend in surface moisture levels in the experimental areas, indicating improved soil moisture conditions and ecosystem resilience. The stabilization of carbon in soil through biochar application supports long-term carbon sequestration and aligns with sustainable biomass fuel management principles and the Bio-Circular-Green (BCG) Economy framework.

The Ta-Ya-Ki Kiln represents an innovative integration of indigenous knowledge and scientific principles, offering a practical and community-driven solution for wildfire mitigation and ecosystem restoration. The participatory process not only facilitated technological adoption but also strengthened community networks, local learning systems, and shared responsibility for forest management. The project demonstrates tangible impacts across environmental, economic, and social dimensions, including reduced fire risk, improved soil quality, enhanced household income, and decreased public health risks associated with air pollution. As a scalable and area-based innovation, the Ta-Ya-Ki Kiln model provides a sustainable pathway for biomass management and carbon sequestration in fire-prone community forest landscapes, contributing to climate change mitigation and long-term community resilience.

Participatory Management of Cashew Nut Production for Strengthening the Grassroots Economy in Uttaradit Province, Thailand

Podjanee Sangmanee — 2026-03-03

Background: Uttaradit Province is Thailand’s second-largest cashew nut–producing area and plays a strategically important role in supplying raw cashew nuts to domestic processors. However, cashew production in key growing areas—particularly Tha Pla District and Nam Pat District—has long been constrained by low productivity, small nut size that fails to meet market requirements, and price instability. These challenges are largely attributable to the absence of nationally recognized quality standards for raw cashew nuts, which has resulted in bulk-grade trading practices that weaken farmers’ bargaining power. In addition, limited coordination among producers, shelling groups, processors, and buyers has reduced supply chain efficiency, while farmers have had insufficient access to systematic knowledge on quality-based production, post-harvest handling, and market-oriented management. In this context, participatory supply chain management has emerged as a promising strategy for improving agricultural quality, stabilizing prices, and strengthening the grassroots economy.

Objectives: This research aimed to enhance the quality, value, and economic returns of raw cashew nut production in Uttaradit Province through a participatory, supply chain–based approach. The specific objectives were to: (1) develop community-based learning mechanisms to improve cashew production and management practices; (2) establish practical and market-relevant quality inspection criteria for raw cashew nuts to support fair trade and value-based pricing; and (3) formulate development guidelines and policy recommendations to upgrade raw cashew nuts toward high-value agricultural and geographical indication (GI) products.

Methodology: The study adopted a participatory action research (PAR) framework, engaging stakeholders across the cashew supply chain, including farmers, household-scale shellers, community enterprise shelling groups, private-sector entrepreneurs, and government agencies. The research comprised three integrated components.

First, model cashew management communities were established under a “Cashew School” concept in Tha Pla and Nam Pat districts. Learning activities were delivered through modular packages combining lectures, hands-on practice, field visits, and experiential learning. Participants were trained not only in improved cultivation and post-harvest management but also in peer-to-peer knowledge transfer, enabling them to function as community innovators. Learning processes emphasized systems thinking and decision-making along the supply chain.

Second, quality inspection criteria for raw cashew nuts were developed through national quality assessments and pilot purchasing trials. Key indicators included moisture content (7–10%), nut size (180–200 and 201–220 nuts per kilogram), absence of contaminants, and a minimum kernel weight of 270 grams per kilogram of raw nuts. These criteria were tested collaboratively with private buyers and shelling enterprises to ensure practical applicability and market acceptance.

Third, development guidelines and policy recommendations were formulated through stakeholder consultations, focus group discussions, and feedback sessions. These addressed production management, internal quality control systems, market coordination, and institutional support mechanisms required for upgrading raw cashew nuts toward high-value and GI-certified products.

Results and Findings: The research resulted in the establishment of model cashew management communities in both districts, supported by 32 trained community innovators who served as local knowledge disseminators. The participatory learning process fostered a shared vision among stakeholders and promoted consistent adoption of improved practices and appropriate technologies.

Quantitatively, participating farmers achieved substantial productivity gains, with yields increasing by 114%–429% (equivalent to one- to fourfold increases). Average production costs declined by approximately 8% per rai due to more efficient input use and improved management, resulting in income increases of 127%–442%. These outcomes demonstrate the economic viability of participatory, quality-oriented cashew production.

At the supply chain level, systematic information exchange among upstream, midstream, and downstream actors increased awareness of quality standards as a mechanism for agricultural upgrading. Research findings were subsequently used by the National Bureau of Agricultural Commodity and Food Standards as supporting evidence in drafting a national standard for raw cashew nuts. Although most quality data were derived from Uttaradit Province, this limitation prompted broader stakeholder consultations prior to formal standard adoption by the Ministry of Agriculture and Cooperatives.

The study also influenced provincial development initiatives. The Uttaradit Provincial Office of Agriculture and Cooperatives integrated the findings into its Fiscal Year 2025 project on enhancing safe agricultural production and value addition through technology and innovation. Activities included post-harvest quality management training, development of educational board games on quality-based purchasing, demand–supply matching using the Business Model Canvas, and digital marketing capacity building for community enterprises. Planned extensions for Fiscal Year 2026 focus on professional grafting techniques, internal quality control systems for GI readiness, and exposure visits to mechanized shelling facilities. Elements of the research were further aligned with the provincial “Safe Food Uttaradit” strategy, linking cashew production to GAP certification, aflatoxin monitoring, and farm-to-table initiatives under the Provincial Development Plan (2023–2027).

Outcomes, Impacts, and Sustainability: At the local level, the structured participatory process strengthened farmer capacity, fostered collective learning, and enhanced confidence in transitioning from volume-based to quality-based production. At the provincial level, the initiative laid the groundwork for registering “Uttaradit Cashew Nuts” as a GI product, supported by draft operational manuals integrating GAP and industrial standards. At the national level, progress toward a raw cashew nut standard offers opportunities to stabilize supply chains, support domestic processing industries, and reduce Thailand’s trade deficit in cashew products.

Overall, this study demonstrates that participatory supply chain management can effectively transform raw cashew nut production from a low-value, price-volatile activity into a quality-driven, value-added agricultural system. By integrating community learning, quality standards, and policy alignment, the Uttaradit cashew initiative provides a scalable model for strengthening the grassroots economy and upgrading agricultural products in other cashew-growing regions of Thailand.

High-Efficiency Mushroom Spawn Production Innovation in Mushroom-Producing Communities of Uttaradit Province and Nan Province, Thailand

Siwat Kamonkunanon — 2026-03-03

Background: Mushroom cultivation is an important livelihood activity in northern Thailand, particularly in community-based production systems that supply fresh mushrooms to local and regional markets. In Uttaradit and Nan provinces, fourteen farms in Uttaradit and ten farms in Nan producing Bhutanese oyster mushrooms, oyster mushrooms, and wood ear mushrooms faced persistent production challenges. These included high contamination rates of Trichoderma fungi (5–9%), low yields of less than 250 grams per mushroom block, and elevated production costs. The root causes were identified as inadequate sterilization procedures, poor contamination control during spawn inoculation, and reliance on traditional substrate formulations for mushroom blocks that were not optimized for local environmental conditions. These constraints limited productivity, reduced income stability, and increased losses from contaminated mushroom blocks.

Objectives: This study aimed to develop and implement a high-efficiency mushroom block production system that reduces fungal contamination, increases yield, lowers production costs, and strengthens economic, social, and environmental sustainability in mushroom-producing communities. The project also sought to enhance farmers’ technical capacity through participatory knowledge transfer and to demonstrate scalable area-based innovation aligned with local resources and the sufficiency economy philosophy.

Methodology: The intervention followed a participatory, multi-stage approach. First, the project fostered awareness and shared understanding through study visits, researcher–farmer knowledge exchange, and systematic knowledge management. These activities culminated in the development of a high-efficiency mushroom block production manual covering four critical stages: (1) mushroom block formulation, (2) sterilization processes, (3) spawn inoculation, and (4) incubation and fruiting management. Second, structured training and on-site learning were conducted, combining theoretical instruction with hands-on mushroom block production and direct technology transfer. Farmers were encouraged to adapt high-efficiency production techniques to their local contexts rather than applying a rigid, standardized model. Third, production procedures were improved through individualized coaching and repeated practice. Farmers in selected subdistricts applied refined sterilization, inoculation, and substrate management methods. Microbiological quality was monitored by measuring yeast and mold contamination, heavy metal residues, and Trichoderma infection rates in mushroom blocks.

Results and Findings: The improved production system yielded significant technical and economic gains. High-efficiency mushroom blocks showed yeast and mold contamination levels of 8.6 × 10³ cfu/g, within acceptable safety thresholds (<10.0 × 10³ cfu/g), with no detectable lead or cadmium residues. The Trichoderma contamination rate declined dramatically from 5.8% to 0.1%, representing a 98.5% reduction. Across seven subdistricts, farmers collectively produced 1,248,000 mushroom blocks per year. Improvements in spawn inoculation practices reduced spawn usage per farm and lowered overall production costs by 21.4%. Average mushroom yield increased from 224.8 grams per block to 327.1–342.3 grams per block, corresponding to a 45.5–50.4% increase and an overall productivity gain of approximately 47.5%. These gains translated directly into improved incomes. Farmers earned an additional 45,504–164,592 THB per year (1,516.80 - 5,486.4 USD/Year) from reduced losses and higher yields. Cost savings from reduced spawn usage amounted to 6,000–18,000 THB per year per farm (200 - 600 USD/Year/Farm). Income from increased production rose by 45.3–52.3%, equivalent to 106,995–123,375 THB annually (3,566.50 - 4,112.50 USD/Year). Total net income gains ranged from 158,499 to 305,967 THB per year (5,283.30 - 10,198.90 USD/Year).

Outcome, Impacts and Sustainability: The new mushroom fruiting management system cut the amount of working capital needed by up to four times. For example, farmers producing 10,000 blocks could stagger purchases in four cycles of 2,500 blocks, reducing initial capital requirements from 80,000 THB to 20,000 THB (2,666.67 - 666.67 USD) while maintaining continuous monthly income from staggered harvests. Socially, mushroom producers in Uttaradit established a cooperative network to exchange knowledge and jointly procure production materials, reducing input costs and strengthening collective capacity. Increased production also generated local employment, including seasonal jobs for students during school holidays. The innovation focused on making the best use of agricultural waste products that are available in the area, like rice straw, sawdust, rice husk, and other by-products. This approach reduced production costs, improved mushroom quality, and mitigated environmental problems associated with agricultural waste burning.

Development of Blue Crab Ice Cream Innovation under the Blue Economy Framework of the Community-Based Tourism Enterprise of Koh Si Chang, Chonburi Province, Thailand

Pornpod Sridan — 2026-03-03

Background: Koh Si Chang is a coastal island community whose economy has traditionally depended on small-scale fishing and community-based tourism. Blue crab (Portunus pelagicus) has long been sold as a fresh raw product, a practice constrained by short shelf life, price volatility, and periodic market oversupply during peak fishing seasons. These structural limitations exposed fishers to unstable incomes and encouraged volume-based harvesting, increasing pressure on marine resources. In response, the Community-Based Tourism Enterprise of Koh Si Chang sought to shift from a subsistence-oriented fishing model toward a value-added, innovation-driven approach aligned with the blue economy framework, emphasizing sustainable resource use, waste reduction, and inclusive local economic development.

Objectives: This study aimed to develop and upgrade a blue crab ice cream innovation as a flagship value-added product for the community. Specific objectives were to (1) enhance production efficiency and product quality through appropriate technology and participatory innovation, (2) design a community-owned business and marketing model that ensures fair income distribution across the value chain, and (3) generate integrated economic, social, and environmental benefits consistent with blue economy principles and community-based tourism.

Methodology: The research employed participatory action research combined with design thinking and participatory business and marketing planning. Community enterprise members, small-scale fishers, and local stakeholders collaboratively analyzed challenges across the entire blue crab value chain, from harvesting and processing to marketing and tourism integration.

The development process comprised two main stages. First, frequent tourist and local customer segments were surveyed to assess acceptance, perceived value, and market potential of processed blue crab ice cream. Parallel supply chain planning focused on enhancing value addition while ensuring income circulation among fishers, processors, vendors, and tourism-related enterprises. Product upgrading was achieved through innovation and appropriate technology adoption, including industrial-grade food mixers, temperature-controlled boiling systems, batch freezer ice cream machines, and dedicated ice cream freezers. Packaging was redesigned to improve hygiene, portability, and tourist convenience, incorporating ready-to-use spoons and standardized labeling. Iterative customer testing informed adjustments to flavor profile, texture, and portion size.

Second, a comprehensive business and marketing plan was jointly developed to provide a shared strategic vision. This plan articulated production targets, cost structures, pricing strategies, branding through community storytelling, digital marketing channels, and pathways for future product diversification, enabling continuous business analysis and adaptive strategy development.

Results and Findings: Following implementation, the community enterprise increased its production capacity to 2,625 cups of blue crab ice cream per month, representing a 26-fold increase from the previous output of approximately 100 cups per month. Average monthly sales exceeded 2,000 cups, generating total revenue of around 105,000 THB per month and an average net profit of approximately 72,000 THB per month (2,400 USD/Month).

Production upgrading also expanded local employment from 6 to 12 community members, each earning an average of 6,000 THB per month (200 USD/Month). Employment covered the entire production chain, including raw material selection, crab meat extraction, boiling, ice cream mixing, packaging, and distribution. Three pilot sales points were established at key tourist locations on the island, including the ferry pier, the Blue Crab Bank learning center, and a community café, increasing souvenir sales by an average of 21,000 THB per month (700 USD/Month).

The enterprise increased its purchase of blue crabs from local fishers from 10 kg to 50 kg per procurement cycle, reducing post-harvest losses during peak seasons and stabilizing fisher incomes. Residual crab meat and by-products were further valorized into additional products, including blue crab bingsu, blue crab gyoza, seaweed-wrapped crab fried rice, blue crab chiffon cake, blue crab cream soup, and chitosan extracted from crab shells, thereby extending the value chain.

Outcome, Impacts and Sustainability: Socially, more than 12 households participated in capacity-building activities covering standardized food production, basic GMP practices, cost calculation, packaging design, creative marketing, and digital communication. This process transformed community members from production laborers into co-entrepreneurs capable of managing costs, quality, and market strategies independently. Clear role allocation was established within the enterprise across production, procurement, accounting, and public relations.

A community welfare fund was created by allocating approximately 10% of enterprise income to support members during illness or income disruption. The innovation fostered strong local pride, as blue crab ice cream became a nationally distinctive product—the only dessert of its kind in Thailand—positioning Koh Si Chang as a model of creative, innovation-driven blue economy tourism.

Environmentally, the project promoted responsible fishing by shifting incentives from “catch more–low value” to “catch appropriately–high value.” Income generated from value-added products supported the Blue Crab Bank learning center, where gravid crabs are bred and released, contributing to the recovery of coastal crab populations.

A zero-waste approach was implemented across the production process. Crab shells and boiling residues were reused for black soldier fly larvae cultivation as aquatic animal feed or processed into chitosan for ecological cleaning products. These practices reduced organic waste by over 95%, minimized odor pollution, and significantly lowered waste transport from the island, establishing a closed-loop blue resource cycle.

The blue crab ice cream innovation demonstrates integrated sustainability across economic, social, environmental, and cultural dimensions. By embedding innovation within community-based tourism and marine conservation narratives, the enterprise created a distinctive local identity and a replicable model for other coastal communities. The transition from raw material selling to innovation-driven entrepreneurship illustrates how blue economy principles can be operationalized at the community level to generate resilient livelihoods, restore ecosystems, and strengthen local identity over the long term.