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Sustainable leadership: Rhineland practices at a Thai small enterprise

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  • Sooksan Kantabutra
  • Suparak Suriyankietkaew

Abstract

This paper adopts Avery's 19 Rhineland leadership practices derived from sustainable enterprises as a framework to examine the sustainable business practices of a small enterprise in Thailand. Using a case study approach, multi-data collection methods included non-participant observations during several enterprise visits, semi-structured interview sessions with multiple stakeholders, and reference to internal information and published documentation. Evidence was found for compliance with 14 of Avery's 19 sustainable leadership elements, but to various degrees. The elements were categorised into six core groups of practices: adopting a long-term perspective, focusing on people priority, strong organisational culture, nurturing innovation, social and environmental responsibility, and ethical behaviour. The paper concludes that Avery's 19 Rhineland practices provide a useful framework applicable to small enterprises in Thailand to evaluate their corporate sustainability. Small enterprises in Thailand and possibly in other Asian countries that wish to sustain their organisational success could adopt Avery's 19 Rhineland leadership grid elements to investigate their leadership practices, and adjust them to become more sustainable.

Suggested Citation

  • Sooksan Kantabutra & Suparak Suriyankietkaew, 2013. "Sustainable leadership: Rhineland practices at a Thai small enterprise," International Journal of Entrepreneurship and Small Business, Inderscience Enterprises Ltd, vol. 19(1), pages 77-94.
    • Handle: RePEc:ids:ijesbu:v:19:y:2013:i:1:p:77-94
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    Citations

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    Cited by:

    1. Sooksan Kantabutra, 2019. "Achieving Corporate Sustainability: Toward a Practical Theory," Sustainability, MDPI, vol. 11(15), pages 1-39, August.
    2. Warat Winit & Sooksan Kantabutra, 2022. "Enhancing the Prospect of Corporate Sustainability via Brand Equity: A Stakeholder Model," Sustainability, MDPI, vol. 14(9), pages 1-18, April.
    3. Nuttasorn Ketprapakorn & Sooksan Kantabutra, 2019. "Culture Development for Sustainable SMEs: Toward a Behavioral Theory," Sustainability, MDPI, vol. 11(9), pages 1-15, May.
    4. Philip Hallinger & Suparak Suriyankietkaew, 2018. "Science Mapping of the Knowledge Base on Sustainable Leadership, 1990–2018," Sustainability, MDPI, vol. 10(12), pages 1-22, December.
    5. Suparak Suriyankietkaew & Krittawit Krittayaruangroj & Nacharee Iamsawan, 2022. "Sustainable Leadership Practices and Competencies of SMEs for Sustainability and Resilience: A Community-Based Social Enterprise Study," Sustainability, MDPI, vol. 14(10), pages 1-36, May.
    6. Suparak Suriyankietkaew & Gayle Avery, 2016. "Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs," Sustainability, MDPI, vol. 8(4), pages 1-14, April.
    7. Trin Thananusak & Suparak Suriyankietkaew, 2023. "Unpacking Key Sustainability Drivers for Sustainable Social Enterprises: A Community-Based Tourism Perspective," Sustainability, MDPI, vol. 15(4), pages 1-23, February.

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