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"Thai ?One Tambon One Product? organisations (OTOPs) have had considerable economic successsince their initiation by the Thai government in 2001. However, in contrast to their ever-increasingeconomic relevance, OTOPs? contributions to social development have been acknowledged andinterrogated only very little. In particular the issue of empowerment, a key component of any socialdevelopment whether within organisations, at community or even societal level, is strangelyabsent from any discourse about OTOPs. This article looks at how far the idea of empowerment isrealised within Thai OTOPs ? or how far it is not realised. For this, a three-dimensional concept ofempowerment has been developed and applied. The data show a rather mixed picture with regardto empowerment; only some people are empowered whereas many others are systematically disempowered.OTOPs seem to contribute to quite some extent to the further strengthening of existingpatterns of social dominance, stratification and inequalities.Organisasi Thai ?One Tambon One Product? (OTOPs) mengalami keberhasilan secara ekonomi sejakinisiasi yang dilakukan oleh pemerintah Thai di tahun 2001. Namun, meskipun mengalami peningkatansecara ekonomi, kontribusi OTOP terhadap pengembangan sosial dinilai sangat kecil.Terkait dengan hal pemberdayaan, komponen utama dari pengembangan sosial baik di dalamorganisasi, pada tingkat komunitas atau masyarakat masih belum muncul dari wacana mengenaiOTOP. Artikel ini melihat sejauh mana ide mengenai pemberdayaan direalisasikan dalam OTOPThai ? atau sejauh mana hal tersebut tidak direalisasikan. Untuk itu, konsep tiga dimensi pemberdayaantelah dikembangkan dan diterapkan. Data menunjukkan adanya gambaran yang bervariasiterkait pemberdayaan; hanya beberapa orang diberdayakan sementara banyak orang-orangyang secara sistematis tidak diberdayakan. OTOP terlihat cukup berkontribusi pada penguatanpola dominasi, stratifikasi dan ketidaksetaraan sosial yang sudah ada."

"Research has shown that, when Japanese companies go abroad, they continue to apply their distinctive Japanese-style management ? with perhaps some adaptation to local economic and socio-cultural contexts. What has not been researched so far is how inclusive or exclusive Japanese-style management is for those working within the organisation. Based on case studies carried out in eight Japanese companies in Cambodia, Thailand and Vietnam, this paper investigates how Japanese and local managers and employees are either included or excluded by the values, management styles and ways of decision-making prevailing in their company. The evidence not only shows differences in perceptions but also reveals some questionable aspects of Japanese-style management. It seems to be much more exclusive than suggested by either most stereotypical research on or popular understanding of Japanese management."