The lazy economy in a developing country

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Wanlop Singharat ORCID logo, Tanpat Kraiwanit ORCID logo, Yarnaphat Shaengchart ORCID logo

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The evolution of technology encourages lazy behaviour or addiction to convenience. Consumers are willing to pay for products and services that help them to live a more comfortable life thanks to changes in their behaviour. They want to save time and energy for something else; even if a job is beneficial to them, they would prefer someone else to do it (Komin, 2019). The lazy economy is an intriguing economic trend in today’s world as the market for hyper-convenience is rapidly expanding (Chou, 2019). This study investigated the factors affecting the lazy economy in Thailand. A quantitative approach was employed. An online questionnaire was used to collect data from a convenience sample of 636 participants in Thailand. Binary regression analysis was performed for the data analysis. For online shopping, the lazy economy could be described as being a student, using Facebook, and using Twitter. For catering, the lazy economy could be described by score and education. The development of comprehensive and consistent related laws is required in the next phase to share resources, strengthen community cooperation, create a sense of security and peace of mind, and reduce the gap in the consumption of goods and services in the lazy economy.

Keywords: Technology, Lazy Economy, Thailand

Authors’ individual contribution: Conceptualization — W.S. and T.K.; Methodology — W.S. and T.K.; Software — W.S. and Y.S.; Validation — W.S. and T.K.; Investigation — W.S., T.K., and Y.S.; Resources — W.S., T.K., and Y.S.; Writing — W.S., T.K., and Y.S.; Supervision — T.K.

Declaration of conflicting interests: The Authors declare that there is no conflict of interest.

JEL Classification: A10, A11, P40

Received: 13.12.2022
Accepted: 04.09.2023
Published online: 06.09.2023

How to cite this paper: Singharat, W., Kraiwanit, T., & Shaengchart, Y. (2023). The lazy economy in a developing country. Corporate & Business Strategy Review, 4(4), 8–15.