







































 
 

25 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

Asian Business Research Journal 
Vol. 10, No. 11, 25-31, 2025 
ISSN: 2576-6759 
DOI: 10.55220/2576-6759.751 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 
 

 

 
The Professionalization of Compliance in Thailand: Barriers and Structural 
Constraints 

 
Alon Kohalny1

 
Gabriel Sayag2 
 

 
 

1,2School of Political Science, University of Haifa, Israel. 
( Corresponding Author) 

 

 
Abstract 

This study investigates the current status and developmental challenges of compliance as a 
profession in Thailand. Through a semi-structured mixed methods approach conducted with 10 
Thai compliance officers in 2023 and 2024, the research identifies key institutional, cultural, and 
market-based barriers to professionalization. Findings indicate limited cross-sector mobility, low 
engagement with professional associations, and employer-dominated structures that hinder the 
evolution of compliance into a recognized profession. Drawing on global literature, the paper 
situates Thailand’s context within the broader journey of compliance from a fragmented function 
to an emerging profession. It utilizes Perks' (1993) model of professionalization and neo-
institutional theory to interpret these dynamics, while considering contributions from Parker 
(1999), Fanto (2020), Pacella (2019), and others to explore progress, tensions, and future 
pathways. 

 
Keywords: Compliance profession, Governance, Professionalization barriers, Regulatory framework, Thailand. 

 
1. Introduction 

Since the latter half of the 20th century and particularly following a landmark 1995 speech by then-SEC 
Commissioner Richard Y. Roberts—one of the first public acknowledgments of Chief Compliance Officers (CCOs) 
as members of an emerging profession—the recognition of compliance as a distinct, standalone discipline has 
gained significant traction (Roberts, 1995). This shift has spurred both institutional and academic interest, 
reinforcing the idea that compliance is evolving beyond its origins as a subset of legal or internal audit functions to 
become a profession in its own right 810. 

Globally, the responsibilities of compliance officers have expanded markedly, especially within the financial 
sector. However, the degree to which compliance is recognized as a formal profession varies by jurisdiction. In 
Thailand, despite its status as a regional financial hub, compliance remains under-professionalized. This article 
examines the reasons why compliance has yet to mature into a fully recognized profession in Thailand, focusing on 
structural and institutional barriers (Abbott, 1988; Perks, 1993). 

Thailand's emergence as a key financial center in Southeast Asia is underpinned by ongoing economic growth 
and regulatory modernization. As the country integrates further into global finance, the sophistication of its 
regulatory environment—and, by extension, the importance of compliance—has grown. This article explores how 
the development of Thailand’s financial sector has heightened the demand for skilled compliance professionals, 
underlining the need for internationally recognized compliance education and training. 

Over the past 25 years, Thailand’s regulatory landscape has undergone significant transformation. Starting 
with the Anti-Money Laundering Act of 1999, aimed at combating financial crime and terrorism financing, Thai 
lawmakers have progressively strengthened regulations across a wide range of sectors. These include public 
companies, consumer goods, and retail, alongside compliance with international standards such as the Foreign 
Corrupt Practices Act (FCPA), the Food and Drug Act (FDA), the Personal Data Protection Act (PDPA), 
competition law, computer crime law, environmental regulations, and labour protection legislation. These reforms 
reflect Thailand’s commitment to aligning with global best practices in governance and oversight. 

Despite global economic volatility, Thailand’s financial sector has shown impressive resilience. As one of the 
most dynamic economies in ASEAN, Thailand is strategically positioned to capitalize on regional trade and 
reinforce its role as a financial nexus. In this context, compliance is not merely about legal adherence; it is 
foundational to maintaining market integrity and fostering sustainable investment environments 8. 

Effective compliance is essential for financial credibility, risk management, and ethical conduct, playing a 
crucial role in building investor trust—particularly among foreign investors. Compliance failures can have far-
reaching consequences, undermining confidence and destabilizing financial systems. For Thailand to sustain its 
economic trajectory and achieve its ambitions, a robust compliance ecosystem is indispensable. 

This places renewed emphasis on the training and expertise of compliance professionals. As regulations evolve 
and complexity increases, Thailand must cultivate a pipeline of qualified professionals capable of navigating both 

https://www.chief-compliance-officer.org/
https://www.gartner.com/en/legal-compliance/trends/new-chief-compliance-officer
https://www.chief-compliance-officer.org/
https://doi.org/10.55220/2576-6759.751


Asian Business Research Journal, 2025, 10(11): 25-31 

26 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

domestic and international compliance challenges. Education, training, and globally recognized certifications will 
be vital for professionalizing the sector158. 

Institutions such as the International Compliance Association (ICA) are well-positioned to support this 
transformation by aligning Thailand’s compliance practices with international benchmarks and fostering the 
development of a skilled, recognized compliance workforce. 

As Thailand continues its ascent in the global financial hierarchy, the demand for well-trained, professional 
compliance officers will intensify. Collaboration with global training providers, institutional support, and ongoing 
regulatory modernization are essential for ensuring the sector’s long-term integrity, competitiveness, and 
alignment with international standards. 
 

2. Literature Review  
Professionalization involves the development of specialized knowledge, a code of ethics, and a representative 

professional body (Perks, 1993). Abbott (1988) further emphasizes jurisdictional control and societal recognition. 
Neo-institutional theory provides a lens to examine how local norms, employer practices, and sectoral influences 
hinder compliance's evolution. While countries like Singapore and Hong Kong have adopted international 
standards, Thailand’s compliance sector remains largely domestic in orientation. 

Thailand’s compliance landscape has undergone substantial transformation in recent decades, driven by both 
internal reforms and external pressures for enhanced governance. Case studies of multinational corporations 
operating in Thailand reveal that the role of the Compliance Officer (CO) has become increasingly prominent, with 
COs now reporting directly to senior management and acting as internal consultants across departments. Their 
responsibilities have expanded from ensuring legal adherence to fostering a culture of integrity and providing 
compliance training, reflecting a broader shift from compliance as a procedural requirement to a core element of 
organizational governance (Author, Year). 

At the national level, regulatory reforms have been catalyzed by financial scandals and Thailand’s ambition to 
strengthen its position as a regional financial hub. Regulatory authorities such as the Securities and Exchange 
Commission and the Stock Exchange of Thailand have responded by tightening listing requirements and aligning 
domestic regulations with international standards. The OECD Integrity Review of Thailand (2021) highlights 
ongoing efforts to centralize disciplinary investigations and professionalize compliance functions, aiming to 
improve public sector integrity and regulatory enforcement. Nonetheless, persistent challenges include fragmented 
institutional responsibilities and the need for greater capacity building among compliance professionals to ensure 
effective implementation of integrity frameworks (OECD, 2021). 

Recent research further underscores the growing demand for skilled compliance professionals in Thailand, 
driven by increasingly complex regulations and the adoption of innovative compliance technologies. Studies on 
Thai-listed companies indicate a rising interest in digital compliance applications to enhance efficiency and risk 
management (Chalermnon et al, 2023). Initiatives such as the “Regulatory Room” project aim to increase 
regulatory compliance among SMEs through participatory digital platforms, highlighting the evolving role of 
compliance officers in navigating regulatory changes, promoting ethical business conduct, and sustaining investor 
confidence as Thailand’s financial sector continues to develop (Malesky et al, 2023). 
 

2.1. From Occupation to Aspiring Profession: The Evolution of Compliance  
The journey of compliance from a loosely defined set of activities to a distinct and increasingly formalized 

occupation, aspiring towards professional status, is a significant development in the modern organizational 
landscape (Baer, 2020; Fanto, 2020). Initially, compliance was not a stand-alone function. It was often undertaken 
by legal counsel or risk officers. As regulations grew more complex and corporate accountability became more 
scrutinized, compliance evolved into a dedicated function. The title “compliance officer” gained recognition, and 
departments were formed around it. 

Compliance has since become a viable and prestigious career path. Professionals from diverse backgrounds, 
including law, increasingly pursue senior compliance roles. Educational institutions and professional bodies have 
responded by offering specialized programs and certifications. Organizations like the International Compliance 
Association (ICA) and Society of Corporate Compliance & Ethics (SCCE) have formed to facilitate knowledge 
sharing and establish ethical standards. 

Yet, challenges remain. Compliance lacks mandatory licensing or exclusive legal jurisdiction, which limits its 
recognition as a full-fledged profession. Its proximity to the legal field also results in an ambiguous identity—often 
viewed as a sub-function of legal rather than an independent domain (Parker, 1999). Some scholars argue 
compliance is evolving into a “quasi-profession” that borrows from but does not fully replicate traditional 
professions like law or medicine. 

Moreover, regulators rely on compliance officers to enforce organizational integrity but stop short of 
endorsing them as autonomous professionals. Without state-backed licensing or statutory recognition, compliance 
continues to develop in a patchwork fashion, relying on voluntary standards and certifications (Pacella, 2019). The 
rise of regulatory technology (RegTech) introduces both promise and concern: while it increases efficiency, it also 
risks reducing professional discretion to automated decision-making. 
 

2.2. Compliance in Thailand: Current Landscape and Challenges  
The evolution of compliance as a profession in Thailand can be traced back to the late 20th century with the 

establishment of regulatory agencies like the Pollution Control Department and the Office of Natural Resources 
and Environmental Policy and Planning. These institutions laid the groundwork for compliance mechanisms, 
particularly in environmental oversight. However, ethnocentrism and a historically cautious stance toward 
external standards have hindered the integration of international compliance practices. 

Only recently has the importance of rule of law and standardized compliance practices gained political 
recognition. A significant milestone came in September 2023, when the Thai Executive Branch announced its 
commitment to align national governance with global legal norms. This shift reflects a growing recognition of 

https://www.euromoney.com/learning/courses/management-and-professional-development/c-suite-and-board-education/fin270/chief-compliance-officer-cco-programme
https://www.skillsoft.com/blog/the-evolving-role-of-a-chief-compliance-officer-insights-from-stephen-martin-at-skillsoft
https://www.chief-compliance-officer.org/


Asian Business Research Journal, 2025, 10(11): 25-31 

27 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

compliance as a developmental pillar, yet the profession continues to lack formalized pathways and institutional 
support. 

As such, the compliance in Thailand faces a dual challenge: aligning with international norms while being 
governed predominantly by local regulatory and cultural frameworks. Evidence from recent studies suggests that 
multinational companies face difficulties implementing standardized compliance practices due to local cultural and 
operational conditions. Mergers and acquisitions, particularly in sectors like pharmaceuticals, highlight these 
challenges—where conflicting compliance expectations arise between global policy and local practices. Collectivist 
values, complex regulatory overlap, and resistance to external influence further inhibit cohesive compliance 
development. 

Moreover, the digitalization of compliance, as demonstrated in studies on innovative applications for Thai-
listed companies, introduces additional complexity. User adoption of compliance technologies hinges on perceived 
usefulness, trust, and system quality—elements that are often underdeveloped in Thai institutions. The interplay 
between manual compliance routines and emerging regtech highlights a transitional phase where organizational 
readiness and cultural adaptation play pivotal roles. 
 

2.3. Research Question and Hypotheses 
Given this context, our research question can be posed as follows: 
Research Question: To establish whether compliance in Thailand displays characteristics of a recognized 

profession and to explore the reasons behind this. 
 

2.4. Hypotheses 
H1: Compliance in Thailand exhibits limited characteristics of a fully recognized profession. 
H2: Sectoral organisations and practices in Thailand are influential on the development of compliance as a profession. 
H3: Limited exposure to international compliance associations and professional standards affects professional development 

within the compliance field in Thailand. 
 

3. Methodology  
Compliance professionals in Thailand were identified using a two-stage approach combining network 

development with targeted sampling. This strategy was chosen to access participants within a specialised field 
where professionals are not easily identifiable through public directories or lists, as recommended in research on 
hard-to-reach or expert populations (Atkinson & Flint, 2001). 

The research began by developing a network of relevant professionals on LinkedIn to identify potential 
participants and key informants. Subsequently, targeted sampling was conducted based on recommendations from 
initial participants and network contacts. These recommendations were assessed for relevance to the research 
objectives, considering sector and experience in compliance, in line with the reputational method of identifying 
knowledgeable individuals (Emmel, 2023). 

Efforts were made to achieve participation from compliance professionals across a mix of sectors (with a noted 
skew towards financial institutions) and with various levels of experience (minimum five years) to ensure a 
diversity of perspectives. In total, ten respondents participated. The combination of these sampling techniques 
facilitated access to experienced compliance professionals in Thailand, supporting both the validity and relevance of 
the sample for the study’s aims. 

Here’s a revised and academically robust version that integrates all substantive details from your draft, aligns 
with your actual process, and references Tchouaket et al. (2019) as the foundation for your survey adaptation: 
 

3.1. Data Collection Tool and Procedure 
This study employed a semi-structured, mixed-methods approach to explore the professional identity of 

compliance officers in Thailand. Data were collected between 2023 and 2024 from ten compliance professionals 
across the banking, insurance, healthcare and hospitality sectors. All had between 5-20 years’ experience in 
compliance.  

A 15-item structured questionnaire was developed by adapting items from validated professional identity 
frameworks, drawing on the multidimensional approach described by Tchouaket et al. (2019), which emphasizes 
the integration of personal, relational, and professional practice dimensions in measuring professional identity. This 
ensured the survey was both contextually relevant and methodologically robust1. 

Following completion of the questionnaire, each participant took part in an in-depth, open-ended interview. 
These interviews allowed participants to elaborate on their survey responses and provided valuable context 
regarding the operation of sectoral organizations and their influence on compliance practices in Thailand. This 
two-stage process enabled the collection of both quantitative and qualitative data, supporting a comprehensive 
understanding of professional identity, institutional support, and engagement with professional associations among 
compliance officers. 

Survey and interview responses were analysed thematically to identify patterns and insights related to the 
research objectives.  
 

3.2. Frameworks Used for Analysis 
3.2.1. Perks Model of Professionalization 

To assess whether the field of compliance in Thailand exhibits characteristics of a recognized profession, we 
draw upon Perks’ professionalization model. This framework outlines key dimensions that signal the 
transformation of an occupation into a fully recognized profession: 

3.2.1.1. Full-Time Occupation  



Asian Business Research Journal, 2025, 10(11): 25-31 

28 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

The first stage in professionalization is the transition of an occupation into a full-time commitment. This shift 
allows for clearer role definition, increased expertise, and a stronger personal and collective investment in the 
field's development.  
 

3.2.1.2. Professional Associations 
A defining feature of a profession is the emergence of formal associations that promote shared values, best 

practices, and collective identity. Such associations often begin at the local level before expanding nationally. These 
bodies facilitate knowledge exchange, professional dialogue, and standard-setting, thereby enhancing status and 
group cohesion.  
 

3.2.1.3. Professional Standards and Code of Conduct 
Professions are marked by adherence to a clearly defined ethical code and professional standards, often self-

regulated by the field itself. A strong compliance profession would be characterized by an internalized commitment 
to ethical principles, going beyond technical knowledge to include the cultivation of values, beliefs, and conduct.  
 

3.2.1.4. Certification and Education 
Although not always listed as an independent milestone, certification serves as a formal recognition of 

knowledge and competence. Professions typically require a specific body of knowledge, formal education, and 
credentials.  
 

3.2.1.5. University-Based Training 
Specialized university education plays a foundational role in professionalization. Academic programs, degrees, 

and research initiatives deepen the knowledge base and institutionalize entry into the profession.  
 

3.2.1.6. Licensing and Legal Monopoly 
Perhaps the most definitive feature of an established profession is legal recognition through state licensing. 

This grants exclusive rights to perform certain activities, often justified by the profession’s contribution to the 
public good.  

Together, these elements highlight the multi-dimensional process by which an occupation achieves the status 
and authority of a profession. We will therefore use these to assess to what extent compliance in Thailand can be 
described as a developed profession. 
 

3.3. Institutional Theory  
Having examined the extent to which compliance in Thailand is an established profession, we will turn to 

institutional theory to explore the reasons for this.  
Institutional theory is the most widely used theoretical lens for analyzing the evolution of professions, 

including compliance (Burdon, 2020; Burdon, 2018). Institutional theory, particularly in its modern form known as 
new institutionalism, provides a framework for understanding how organizations and their actors adapt to external 
pressures and societal expectations.  

Institutional theory emphasizes how external norms, laws, cultural expectations, and legitimizing institutions 
shape organizational behavior. According to Greenwood, Oliver, Sahlin, and Suddaby (2008), institutional change 
often occurs through the pursuit of legitimacy and the reduction of uncertainty. Organizations become increasingly 
similar—a phenomenon known as institutional isomorphism—as they align with prevailing expectations. 
DiMaggio and Powell (1983) identify three mechanisms through which institutional isomorphism occurs: 

• Coercive isomorphism, resulting from legal mandates, regulatory pressures, or political expectations. 

• Mimetic isomorphism, where organizations imitate others in times of uncertainty. 

• Normative isomorphism, emerging from professional standards, educational systems, and industry-wide 
norms. 

In the case of compliance, these forces are evident globally and locally. Compliance officers respond to scandals, 
evolving legal mandates, and rising public scrutiny by modifying their structures and practices to demonstrate 
conformity and legitimacy. Compliance education, certifications, and international standards, reflect normative 
isomorphism—where practitioners internalize shared expectations of what it means to act “professionally.” 

Research into compliance culture, such as studies of the UK financial services sector, affirms this view (Burdon, 
2018). Compliance practices there are shown to evolve in reaction to reputational risks and regulatory 
interventions, fostering a dynamic, interactive legitimacy. This cultural responsiveness also manifests in 
isomorphic mimicry—where firms adopt similar compliance structures to appear aligned with peers. 
 

4. Findings  
Regarding the question of whether compliance in Thailand exhibits characteristics of a developed profession, 

we turn to Perks’ model as outlined above, and examine each of the elements in turn:  

 
4.1. Full-Time Occupation: Present 

All interviewees occupy full-time positions, leading compliance departments staffed with dedicated compliance 
professionals. This indicates that compliance roles are recognized as integral within organizational structures, 
reflecting a degree of professionalization in practice. 
 

4.2. Certification: Limited Adoption 
Only one in ten of the participants holds formal certifications in compliance, such as those offered by the 

International Compliance Association (ICA). Others noted that they do not perceive significant value in obtaining 
such certifications. Instead, emphasis is placed on mandatory training provided by internal compliance departments 



Asian Business Research Journal, 2025, 10(11): 25-31 

29 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

or clubs, which are considered more relevant and practical. Consequently, certifications are not a primary criterion 
during recruitment processes. 

 
4.3. Professional Associations: Absent 

There is currently no dedicated professional association for compliance practitioners in Thailand. Instead, 
professional interaction is largely shaped by sectoral organizations, such as the Thai Banking Association (TBA), 
which operate employer-driven initiatives like “compliance clubs.” These clubs, also found in the insurance and 
healthcare sectors, serve as primary channels for training, regulatory updates, and professional networking. 
However, their activities are closely aligned with organizational and sectoral priorities, often limiting independent 
professional development and cross-sector integration. 

Opportunities for broader professional engagement are generally limited to exclusive conferences organized by 
entities such as the Association of Corporate Counsel (ACC) and private law firms. While these events facilitate 
some knowledge sharing, they do not function as formal professional bodies that advocate for the compliance 
profession or set unified standards. 
 

4.4. Professional Standards: Non-Standardized 
In the absence of a national professional association, there are no universally accepted professional standards 

governing compliance practices in Thailand. This lack of standardized guidelines results in varied practices across 
organizations, hindering the establishment of a cohesive professional identity. 
 

4.5. University Support: Present 
Universities such as Shinawatra University support education and training in compliance, legal, regulatory, 

and ethical standards. The presence of dedicated offices, like the Office of Ethics and Compliance at Shinawatra 
University, highlight the academic commitment to developing compliance education.   
 

4.6. Licensing: Not Applicable 
There is no licensing requirement for compliance professionals in Thailand 
To summarise: while compliance in Thailand displays some hallmarks of an established profession-such as 

being a full-time occupation and a field of academic study-it lacks several key elements identified in Perks’ model, 
including a professional association, standardized professional norms, and licensing requirements. Only a minority 
of practitioners hold formal certifications, and most enter the field through internal promotion rather than 
structured training, resulting in inconsistent roles and fragmented development pathways. The function remains 
relatively young, often embedded within legal or risk departments, and is primarily shaped by domestic regulatory 
demands rather than international standards or external benchmarking. Without a unified career trajectory, 
national standards, or an independent professional body, compliance in Thailand remains driven by sectoral and 
employer interests. As a result, it falls short of the independence, standardization, and mobility characteristic of a 
fully developed profession. 

Having established that compliance in Thailand is not a developed profession, we now apply the lens of 
institutional theory to the data we have gathered in order to shed light on the likely reasons for this. In this 
analysis we combine data from the structured questionnaire with qualitative data from the in-depth interviews, to 
provide a more comprehensive and nuanced understanding of why compliance in Thailand has not yet developed 
into an established profession. 
5 key themes were identified in our analysis: 
 

4.6.1. Sectoral Dominance and Employer Control 
• All ten participants agreed that their “professional development is primarily influenced by sector-specific 

organizations” and that “employer-driven platforms restrict the independence of compliance professionals”. 

• From the in-depth interviews, we discovered that compliance functions are shaped primarily by dominant 
sectoral actors or internal corporate interests, limiting professional autonomy. 

We see evidence that compliance roles are constructed to serve organizational and sectoral needs rather than 
developing an independent professional identity. This employer-centric structure prevents the development of 
shared standards and weakens the profession’s autonomy, confirming that coercive isomorphic pressures are 
largely internal and fragmented. 
 

4.6.2. Fragmented and Underdeveloped Professional Identity 
• From the survey data we see that only half of respondents feel connected to compliance officers outside 

their organization, and only 2 out of 10 are members of a compliance-related professional association, 
although all would consider joining a domestic association if available. 

• The qualitative data confirms that compliance practitioners do not often self-identify as part of a broader 
professional community. There is a lack of unified professional narrative, shared language or coherent 
career path.  

These findings indicate that the compliance field lacks strong normative isomorphic pressures. Without robust 
associations or a collective identity, practitioners remain isolated struggle to unite around shared norms or a 
recognized career trajectory. 
 

4.6.3. Compliance as an Administrative Rather than Strategic Function 
• Some of the participants indicated that compliance is perceived more as a box-ticking or legal formality 

rather than a strategic business function. 

• Only 3 out of 10 actively seek opportunities to improve compliance expertise. 



Asian Business Research Journal, 2025, 10(11): 25-31 

30 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

The data suggests that compliance is undervalued and not seen as a strategic contributor to organizational 
success. This context discourages professional development and limits the ability to attract and retain talent with a 
long-term vision, reflecting weak mimetic isomorphic pressures. 
 

4.6.4. Limited Engagement with International Standards 
• All participants agreed that international standards have limited day-to-day relevance, and that there is 

little to no cross-sector mobility for compliance officers. 

• The qualitative interviews highlight that there is little or no alignment with global frameworks and 
professional standards. 

The lack of engagement with international standards and limited mobility result in Thai compliance 
professionals being isolated from global best practices, diminishing both mimetic and normative isomorphic 
influences and slowing the evolution of compliance to a profession. 
 

4.6.5. Institutional and Cultural Barriers 
• From the survey data we see that culture and sectoral structure are the most frequently cited challenges to 

professionalization of compliance in Thailand.  

• When asked what one thing would most help compliance officers to grow professionally, the majority (7 
out of 10) respond that regulatory intervention would be the most effective. 

• From the in-depth interviews we identified themes such as hierarchical business cultures, regulatory 
ambiguity, and institutional inertia all of which contribute to a resistance to the formalization and 
standardization of compliance. 

Both quantitative and qualitative findings demonstrate that both cultural and institutional factors hinder the 
emergence of strong coercive, mimetic, and normative isomorphic pressures. Regulatory ambiguity and a lack of 
external mandates leave the profession fragmented and underdeveloped. 
 

5. Discussion of the Findings 
The analysis supports the hypotheses presented in this study: 
H1: Confirmed: Compliance in Thailand exhibits limited characteristics of a fully recognized profession. 

• Compliance officers in Thailand operate without licensing, and there is no national association or 
accredited training system. Only a minority of compliance officers had voluntarily pursued international 
certifications. 

H2: Confirmed: Sectoral organisations and practices in Thailand are influential on the development of 
compliance as a profession. 

• Sectoral organizations such as the Thai Banking Association’s “compliance club” dominate the professional 
discourse. Training initiatives are confined to industry-led platforms, reinforcing employer-centric 
development. 

H3: Confirmed: Limited exposure to international compliance associations and professional standards affects 
professional development within the compliance field in Thailand. 

• Respondents consistently noted that international standards have limited impact on their daily work. The 
lack of cross-border operations and an insular regulatory focus weaken any motivation to align with global 
practices. 

 

6. Conclusion 
This research positions institutional theory as the foundational lens through which the compliance landscape in 

Thailand can be interpreted, highlighting the local constraints which explain why compliance lags in 
professionalization. Coercive pressures are fragmented and internalised, due to sectoral and employer dominance. 
Additionally, the absence of a professional association and a shared identity result in weak normative influence and 
limited mimetic learning (as there is minimal engagement with international standards and best practices). These 
factors, together with widespread reliance on employer-led compliance training, restrict the development of a 
distinct compliance profession.  

In order to mature into a fully recognised profession, compliance in Thailand will require stronger regulatory 
intervention (for example, mandating certification requirements or cross-sector collaboration frameworks). 
alongside establishment of a professional association and platforms for cross-sectoral learning. Without these 
developments, compliance will likely remain a functionally important yet professionally marginalized occupation. 
 

Acknowledgement: 
This manuscript was prepared with the assistance of Chat-GPT, used for drafting and editing support. All AI-
generated content was thoroughly reviewed and revised by the authors who take full responsibility for the final 
content. No AI tool is credited as an author. The use of AI complies with the journal’s ethical guidelines. 
 

References  
Abbott, A. (1988). The system of professions: An essay on the division of expert labor. University of Chicago Press. 
Adams, K., Hean, S., Sturgis, P., & Clark, J. M. (2006). Investigating the factors influencing professional identity of first-year health and 

social care students. Learning in Health and Social Care, 5(2), 55–68. https://doi.org/10.1111/j.1473-6861.2006.00119.x 
Aparicio, M. (2016). Barriers to learning, achievement, institutional identities and professionalization. European Journal of Social Sciences: 

Education and Research, 6(1), 93–99. https://doi.org/10.26417/ejser.v6i1.p93-99 
Atkinson, R., & Flint, J. (2001). Accessing hidden and hard-to-reach populations: Snowball research strategies. Social Research Update, 33, 1–

4. 
Baer, M. H. (2020). Compliance elites. Fordham Law Review, 88(5), 1599–1630. 
Burdon, W. M., & Sorour, M. K. (2018). Institutional theory and evolution of ‘a legitimate’ compliance culture: The case of the UK financial 

service sector. Journal of Business Ethics, 162(1), 47–80. https://www.jstor.org/stable/45278284 

https://www.jstor.org/stable/45278284


Asian Business Research Journal, 2025, 10(11): 25-31 

31 
© 2025 by the authors; licensee Eastern Centre of Science and Education, USA 

 

 

Burdon, W. M., & Sorour, M. K. (2020). Institutional theory and evolution of ‘a legitimate’ compliance culture: The case of the UK financial 
service sector. Journal of Business Ethics, 162, 47–80. https://doi.org/10.1007/s10551-018-3983-3 

Chatsuwan, P., Phromma, T., Surasvadi, N., & Thajchayapong, S. (2023). Personal data protection compliance assessment: A privacy policy 
scoring approach and empirical evidence from Thailand's SMEs. Heliyon, 9(10), e21163. 
https://doi.org/10.1016/j.heliyon.2023.e21163 

Chalermnon, P., Vuthisopon, S., Saengnoree, A., & Deebhijarn, S. (2024). The intention to use innovative compliance application for Thai-
listed companies. Journal of Ecohumanism, 3(7), 1465–1483. https://doi.org/10.62754/joe.v3i7.4310 

Chokwarakul, K., Chokwarakul, C., & Kenaphoom, S. (2021). Implementation guidelines of the Anti-Corruption Act 2018 for adapting to 
private sector, Thailand. Annals of the Romanian Society for Cell Biology, 25(3), 7545–7551. 

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational 
fields. American Sociological Review, 48(2), 147–160. https://doi.org/10.2307/2095101 

Emmel, N. (2013). Purposeful sampling. In N. Emmel, Sampling and choosing cases in qualitative research: A realist approach (pp. 33–45). SAGE 
Publications. https://doi.org/10.4135/9781473913882 

Fanto, J. A. (2020). The professionalization of compliance: Its progress, impediments and outcomes (Brooklyn Law School Legal Studies Research 
Paper No. 651). SSRN. https://doi.org/10.2139/ssrn.3678677 

Freeman, E. H. (2007). Regulatory compliance and the chief compliance officer. Information Systems Security, 16(6), 357–361. 
https://doi.org/10.1080/10658980701788178 

Habibzadeh, H., Ahmadi, F., & Vanaki, Z. (2013). Facilitators and barriers to the professionalization of nursing in Iran. International Journal 
of Community Based Nursing and Midwifery, 1(1), 16–25. 

Hicken, A., Malesky, E. J., Nillasithanukroh, S., & Taussig, M. (2023). Can expert feedback improve SMEs’ views of government’s regulatory 
legitimacy? Evidence from Thailand. International Growth Centre. https://www.theigc.org 

Hicken, A., Malesky, E., Nillasithanukroh, S., & Taussig, M. (2024, April 18). Piloting an experiment in regulation design in Thailand. Duke 
Center for International Development. https://dcid.sanford.duke.edu/news/piloting-experiment-regulation-design-thailand/ 

Homyamyen, P., & Kulachai, W. (2025). From transparency to trust: Key determinants of corruption perception in Thailand. 

วารสารการบริหารการจัดการและการพัฒนาที่ยั่งยืน, 3(1), 81–94. 

International Monetary Fund & World Bank. (2019). Thailand financial sector assessment. World Bank. https://hdl.handle.net/10986/32604 
Jinachai, N., & Anantachoti, P. (2014). ASEAN harmonization: Compliance of cosmetics regulatory scheme in Thailand within five years. 

IOSR Journal of Humanities and Social Science, 19(1), 46–54. 
Jenweeranon, P. (2020). Thai regulatory approaches to technology-driven innovation in financial services. In S. V. Y. Mark, & B. Y. Fenwick 

(Eds.), Regulating FinTech in Asia. Springer. https://doi.org/10.1007/978-981-13-6086-2_9 
Lin, J.-M. (Jimmy). (2018). The evolution of securities law in Thailand (International Immersion Program Papers, No. 82). University of 

Chicago. https://chicagounbound.uchicago.edu/international_immersion_program_papers/82 
Makkai, T., & Braithwaite, V. (1993). Professionalism, organizations, and compliance. Law & Social Inquiry, 18(1), 33–59. 

https://doi.org/10.1111/j.1747-4469.1993.tb00586.x 
Neal, M., & Morgan, J. (2000). The professionalization of everyone? A comparative study of the development of the professions in the United 

Kingdom and Germany. European Sociological Review, 16(1), 9–26. https://doi.org/10.1093/esr/16.1.9 
Miller, G. P. (2014). The law of governance, risk management, and compliance. Wolters Kluwer. 
Ministry of Natural Resources and Environment (MoNRE). (2004). Environmental compliance and enforcement in Thailand: Rapid assessment. 

https://data.opendevelopmentmekong.net/dataset/c1d35745-6f14-428c-bdce-e9173bd670d2/resource/38ae653c-aa26-4d23-b7d2-
a79db4d12d5d/download/environmental-compliance-and-enforcement-in-thailand-rapid-assessment.pdf 

Organisation for Economic Co-operation and Development. (2020). Regulatory management and oversight reforms in Thailand: A diagnostic scan. 
https://www.oecd.org/content/dam/oecd/en/publications/reports/2021/01/thailand-regulatory-management-and-oversight-
reforms_747639d7/2dbaa2e5-en.pdf 

Organisation for Economic Co-operation and Development. (2021). Regulatory management and oversight reforms in Thailand. OECD 
Publishing. https://doi.org/10.1787/747639d7-en 

Pacella, J. M. (2019). Compliance officers: Personal liability, protections, and posture. Brooklyn Journal of Corporate, Financial & Commercial 
Law, 14(1), Article 5. https://brooklynworks.brooklaw.edu/bjcfcl/vol14/iss1/5 

Parker, C. (1999). Lawyer deregulation via business deregulation: Compliance professionalism and legal professionalism. International Journal 
of the Legal Profession, 6(2), 175–196. https://doi.org/10.1080/09695959908002121 

Perks, R. (1993). Understanding professionalism. Routledge. 
Roberts, R. Y. (1995). The role of compliance personnel – Remarks at the National Regulatory Services’ 9th Annual Fall Compliance Conference. U.S. 

Securities and Exchange Commission. https://www.sec.gov/news/speech/speecharchive/1995/spch030.txt 

Srivithaya, S. (2024). Thai law enforcement of obligations under the ASEAN agreements on environment. Chulalongkorn University Journal of Social 
Sciences, 54(2), 318–338. https://doi.org/10.61462/cujss.v54i2.3307 

Sukhathummo, A. (2015). A case study of global internal compliance implementation in Thailand: Its problems (Master’s thesis, Mahidol University). 
Sukhathummo, A. (2016). A case study of global internal compliance implementation in Thailand: Its problems. 
Tchouaket, E., Houle, D., Therrien, D., Larouche, C., Denoncourt, A., & Reny, P. (2019). Development and validation of a tool for measuring 

the professional identity of nursing students: The Q-IPEI. Quality Advancement in Nursing Education, 5(2), Article 5. 
https://doi.org/10.17483/2368-6669.1163 

Thailand Institute of Justice. (2024). A national agenda: Driving the rule of law. https://tijpublicforum.org/download/19542/ 
Trede, F., Macklin, R., & Bridges, D. (2012). Professional identity development: A review of the higher education literature. Studies in Higher 

Education, 37(3), 365–384. https://doi.org/10.1080/03075079.2010.521237 

https://doi.org/10.62754/joe.v3i7.4310
https://doi.org/10.2307/2095101
https://doi.org/10.4135/9781473913882
https://www.theigc.org/
https://dcid.sanford.duke.edu/news/piloting-experiment-regulation-design-thailand/
https://hdl.handle.net/10986/32604
https://chicagounbound.uchicago.edu/international_immersion_program_papers/82
https://data.opendevelopmentmekong.net/dataset/c1d35745-6f14-428c-bdce-e9173bd670d2/resource/38ae653c-aa26-4d23-b7d2-a79db4d12d5d/download/environmental-compliance-and-enforcement-in-thailand-rapid-assessment.pdf
https://data.opendevelopmentmekong.net/dataset/c1d35745-6f14-428c-bdce-e9173bd670d2/resource/38ae653c-aa26-4d23-b7d2-a79db4d12d5d/download/environmental-compliance-and-enforcement-in-thailand-rapid-assessment.pdf
https://www.oecd.org/content/dam/oecd/en/publications/reports/2021/01/thailand-regulatory-management-and-oversight-reforms_747639d7/2dbaa2e5-en.pdf
https://www.oecd.org/content/dam/oecd/en/publications/reports/2021/01/thailand-regulatory-management-and-oversight-reforms_747639d7/2dbaa2e5-en.pdf
https://brooklynworks.brooklaw.edu/bjcfcl/vol14/iss1/5
https://www.sec.gov/news/speech/speecharchive/1995/spch030.txt
https://doi.org/10.61462/cujss.v54i2.3307
https://doi.org/10.17483/2368-6669.1163
https://tijpublicforum.org/download/19542/

