The Role of Security Management in Organizational Capability Development: Perspectives from Security Service Companies in Bangkok Metropolitan Area

Abstract

This study aims to (1) examine the characteristics and practices of security management, (2) understand the components of organizational capability, and (3) explain the roles and mechanisms through which security management contributes to organizational capability development among security service companies in the Bangkok Metropolitan Area. A qualitative research approach was employed. Data were collected through in-depth interviews with 25 key informants, including managers, supervisors, and experienced security personnel, selected using purposive sampling. A semi-structured interview guide was used, and the data were analyzed using content analysis. The findings reveal that security management demonstrates structured practices in planning and operations; however, variations remain in monitoring and evaluation processes. This indicates that security management practices are still primarily operational rather than fully system-based. Organizational capability is found to be stronger in human resources and work processes, while limitations persist in technology and organizational image. Furthermore, security management plays a significant role in facilitating organizational capability development through mechanisms such as training, supervision, and performance evaluation. These mechanisms support continuous learning and process improvement within the organization. The study highlights that security management functions as a process-based mechanism that enhances organizational adaptability and credibility, contributing to sustainable development in service-oriented businesses.