The present study aims at exploring processual relationships between corporate sustainability predictors and sustainability performance, as informed by the Thai philosophy of Sufficiency Economy, and accordingly proposes a theory of corporate sustainability to fill in the fundamental gap in the literature. Based on a framework derived from the literature, multi-data collection methods and the framework approach to qualitative data analysis are adopted to explore the relationships at a sustainable enterprise in Thailand. Findings reveal six processual relationships leading to improving corporate sustainability performance directly and indirectly. Grounded upon seven established theories, the existing empirical literature and the findings of the present study, a coherent theory of corporate sustainability is developed to inform future theory building and guide future corporate sustainability research. Managerial implications and future research directions are discussed.

The present study develops a sustainable social enterprise model and examines relationships between corporate sustainability practices and sustainability performance outputs in a social healthcare enterprise in Thailand. Findings reveal four predictors of corporate sustainability, including Leadership, Stakeholder Focus, Resilience Development, and Sharing practices. All of them have direct and/or indirect positive effects on corporate sustainability performance outputs as measured by brand equity, socioeconomic performance and environmental performance. The study also proposes a coherent theory of Sufficiency Economy in business, build upon key theories from relevant fields. Lastly, the present study provides future research directions and managerial implications based upon the model.

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Purpose This paper aims to examine the relationship between stakeholders’ perceived benefits and happiness of small and medium-sized enterprises (SMEs) that follow Thai’s corporate sustainability practices, called sufficiency economy, and their impact on stakeholder–company relationship quality and firm performance outcomes. Design/methodology/approach Derived from the literature, a structural model, expressing the relationship between stakeholders’ perceived benefits and happiness of SMEs and their impact on stakeholder–company relationship quality and firm performance outcomes, was developed. A questionnaire survey was conducted with 636 stakeholders from sufficiency economy SMEs in Thailand. Structural equation modeling was used to test the model. Findings Results indicate that utilitarian benefits, and hedonic and eudaimonic happiness impact enhanced stakeholder–company relationship quality with the firm to varying degrees. Different levels of relationship quality also impact perceived corporate reputation and perceived brand equity differently. Originality/value This study is among the first that identifies the positive impact of happiness on corporate sustainability performance.

Although it i and well recognized that organizational culture is important for ensuring corporate sustainability, most existing models on an organizational culture do not have a sustain-ability-oriented organizational culture. While a few models about sustainability organizational culture are available, they focus on a particular aspect of the sustainability organizational culture (e.g., strategy, practice). To fill in the gap in the literature, the present study aims at developing a sustainability organizational culture model. It identifies components of a sustainability organizational culture, develops an Integrated Sustainability Organizational Culture model, and explores the model by adopting the case study approach, mixed data collection methods, and the working analytical framework. As an empirical contribution, findings indicate that, through a widely shared organizational culture, the sustainability organizational vision and values drive emotionally committed organizational members to perform corporate sustainability practices that lead to enhanced Triple Bottom Line outputs, satisfied stakeholders, and brand equity. As a theoretical contribution, the empirically endorsed Integrated Sustainability Organizational Culture model provides directions for further theoretical development. Managerial implications are discussed.