A Corporate Social Responsibility (CSR) Leadership Model for Small and Medium-Sized Enterprises (SMEs) in the Manufacturing Industry of Samut Sakhon Province
Main Article Content
Abstract
This study aimed to: (1) examine leadership characteristics and
behaviors that contribute to the success of corporate social responsibility (CSR) implementation in small and medium-sized enterprises (SMEs); (2) analyze the role of leadership in shaping organizational systems and
readiness (ORG) and stakeholder participation (PART); (3) investigate the
constraints faced by SMEs in implementing CSR; and (4) develop and
empirically test a CSR leadership model (RL–ORG–PART–RESULT/SLO)
appropriate to the context of SMEs in Samut Sakhon Province. This research employed a sequential exploratory mixed-methods design. In the
qualitative phase, data were collected through in-depth interviews with 14 key informants to synthesize the core components of leadership,
organizational systems, stakeholder participation, and CSR outcomes. In the quantitative phase, data were collected from 317 employees of
manufacturing SMEs using a validated and reliable questionnaire and
analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).
The findings indicate that leadership conducive to successful CSR implementation is characterized by integrity, transparency, community
orientation, long-term social and environmental perspectives, and open communication. Responsible leadership (RL) positively influenced
organizational systems and readiness (ORG) and stakeholder participation (PART), which in turn positively influenced CSR outcomes, sustainability, and social acceptance (RESULT/SLO), and acted as significant mediators. SMEs also faced key constraints, including limitations in resources, time, technical knowledge, and the lack of systematic CSR monitoring and evaluation mechanisms. The structural model demonstrated a good fit and explained 76.1% of the variance (R² = 0.761), highlighting the critical role of responsible leadership, organizational systems and readiness, and stakeholder
participation in enabling CSR to support sustainability and function as a
social license to operate.
Article Details

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
All published manuscripts have been verified by peer-peer professors in the fields of humanities and social sciences. Reprinting of the article must be authorized by the editorial staff.
References
กรณ์ กังสดารพร. (2568). กรอบแนวคิดการวิจัยภาวะผู้นำ CSR (RL–ORG–PART–RE
SULT/SLO). ใน รายงานการวิจัยเรื่องตัวแบบภาวะผู้นำด้านความรับผิดชอบต่อ
สังคมของ SMEs ในอุตสาหกรรมการผลิตจังหวัดสมุทรสาคร. ปทุมธานี:
มหาวิทยาลัยรังสิต.
กรณ์ กังสดารพร. (2568). โมเดลเชิงโครงสร้างภาวะผู้นำ CSR (RL–ORG–PART–RE
SULT/SLO) ที่ผ่านการทดสอบแล้ว. ใน รายงานการวิจัยเรื่องตัวแบบภาวะผู้นำ
ด้านความรับผิดชอบต่อสังคมของ SMEs ในอุตสาหกรรมการผลิตจังหวัด
สมุทรสาคร. ปทุมธานี: มหาวิทยาลัยรังสิต.
กรณ์ กังสดารพร. (2568). ผลการทดสอบสมมติฐานของโมเดลเชิงโครงสร้าง RL–ORG–
PART–RESULT/SLO. ใน รายงานการวิจัยเรื่องตัวแบบภาวะผุ้นำด้านความรับ
ผิดชอบต่อสังคมของ SMEs ในอุตสาหกรรมการผลิตจังหวัดสมุทรสาคร.
ปทุมธานี: มหาวิทยาลัยรังสิต.
สำนักงานอุตสาหกรรมจังหวัดสมุทรสาคร. (2565). รายงานสถานการณ์อุตสาหกรรม
จังหวัดสมุทรสาคร ปี พ.ศ. 2565. กระทรวงอุตสาหกรรม. https://
samutsakhon.industry.go.th
Baden, D. A., Harwood, I. A., & Woodward, D. G. (2009). The effects of
procurement policies on ‘downstream’ corporate social
responsibility activity: Content-analytic insights into the views and
actions of UK SMEs. European Management Journal, 27(6), 455–
Barney, J. (1991). Firm resources and sustained competitive advantage.
Journal of Management, 17(1), 99–120.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology.
Qualitative Research in Psychology, 3(2), 77–101.
Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social
responsibility: A review of concepts, research and practice.
International Journal of Management Reviews, 12(1), 85–105.
Cascio, J. (2020). Facing the age of chaos. https://medium.com
Castka, P., Bamber, C. J., Sharp, J. M., & Belohoubek, P. (2004). Integrating
corporate social responsibility (CSR) into ISO management
systems—In search of a feasible CSR management system
framework. The TQM Magazine, 16(3), 216–224.
Deegan, C. (2014). An overview of legitimacy theory as applied within the
social and environmental accounting literature. In J. Bebbington, J.
Unerman, & B. O’Dwyer (Eds.), Sustainability accounting and
accountability (2nd ed.), pp. 248–272. Routledge.
Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder
management: Influence pathways and organizational outcomes.
Academy of Management Perspectives, 28(3), 255–274.
Freeman, R. E. (1984). Strategic management: A stakeholder approach.
United States: Pitman.
Gunningham, N., Kagan, R. A., & Thornton, D. (2004). Social license and
environmental protection: Why businesses go beyond compliance.
Law & Social Inquiry, 29(2), 307–341.
Hair, J. F., Jr., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on
partial least squares structural equation modeling (PLS-SEM) (3rd
ed.). United States: SAGE.
Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of
Management Review, 20(4), 986–1014.
Hart, S. L., & Dowell, G. (2011). A natural-resource-based view of the firm:
Fifteen years after. Journal of Management, 37(5), 1464–1479.
Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder
society: A relational perspective. Journal of Business Ethics, 66(1),
–115.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of
stakeholder identification and salience: Defining the principle of
who and what really counts. Academy of Management Review, 22(4),
–888.
Murillo, D., & Lozano, J. M. (2006). SMEs and CSR: An approach to CSR in their
own words. Journal of Business Ethics, 67(3), 227–240. https://doi.
org/10.1007/s10551-006-9181-7
OECD. (2023). OECD SME and entrepreneurship outlook 2023. France:
OECD.
Perrini, F. (2006). SMEs and CSR theory: Evidence and implications from an
Italian perspective. Journal of Business Ethics, 67(3), 305–316.
Pollution Control Department. (2019). Thailand state of pollution report
Bangkok, Thailand: Author.
Porter, M. E., & Kramer, M. R. (2011, January). Creating shared value: How to
reinvent capitalism—and unleash a wave of innovation and growth.
Harvard Business Review, 89(1–2), 62–77.
Spence, L. J. (2016). CSR and SMEs: The UK case. In The Oxford handbook of
corporate social responsibility: Psychological and organizational
perspectives (pp. 289–310). United Kingdom: Oxford University
Press.
Thai Health Promotion Foundation, & Institute for Population and Social
Research, Mahidol University. (2022). Thai health 2022: Migrant
workers in the era of COVID-19 – Bridging the divide to meet the
challenge. Bangkok, Thailand: Thai Health Promotion Foundation.
Voegtlin, C. (2011). Development of a scale measuring discursive responsible
leadership. Journal of Business Ethics, 98(Suppl. 1), 57–73.
Waldman, D. A., Balven, R. M., & Siegel, D. S. (2020). The 4Ps of responsible
leadership: A framework for theory and practice. Academy of
Management Perspectives, 34(4), 558–574.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic
Management Journal, 5(2), 171–180.
บุคลานุกรม
อภิสิทธิ์ เตชะนิธิสวัสดิ์ (ผู้ให้สัมภาษณ์) กรณ์ กังสดารพร (ผู้สัมภาษณ์). ออนไลน์ผ่าน
โปรแกรม Zoom. เมื่อวันที่ 26 พฤศจิกายน 2568.