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This study aims to validate a model of organizational performance embedding corporate social responsibility (CSR), corporate governance (CG) and sustainability concepts at a strategic level. The model has been created in response to two significant global influences: global challenges and sustainable development (SD).

To validate the model created, executives from 10 of Thailand’s leading companies that have received CSR, CG, or sustainability awards during 2010-2015 were asked to complete a questionnaire and were later interviewed.

The findings indicate the appropriateness of the model in addressing the two significant global influences and highlight the critical issues in its implementation.

Types of interviewees who are information sources, organization’s features such as size and industry and culture, appear to be critical factors in affecting the research findings and in limiting the interpretation and applications of the research model. All of those limitations have been explained in the research paper so that future research could be improved.

The model presents additional knowledge in relation to SD, business strategy, organizational performance and organizational sustainability. It shows how businesses can participate and respond to SD by embedding CSR, CG and sustainability concepts at the strategic level. It also shows that the outcome of such an approach will help business organizations sustain their existence by balancing financial, social and environmental dimensions.

Business is one of the three key players (government, business and citizens) in managing global challenges and promoting SD. A business sector contains huge valuable resources (e.g. physical; financial; human; technology) for development capabilities. Therefore, this research shows a model which helps business organizations understand their significant role in SD.

Due to increased human population, climate change and deterioration of natural resources, social thinkers all around the world have been warning the seriousness of global challenges and the importance of SD. However, not many studies combine and connect the key concepts of global challenges, SD, CSR, CG and sustainability, all together to address the important role of business organizations. This research answers/gives such overall picture through a field research work for validation.

This paper aims to develop and test an instrument to measure workplace bullying in the Thai context.

The research has three phases. Phase 1 involved the development of an instrument and constructs/items as well as testing of content validity and reliability. Phase 2 used exploratory factor analysis to identify the appropriate constructs and items to be included in the instrument. Phase 3 consisted of confirmatory factor analyses to confirm that the measurement instrument built in this research is effective for measuring workplace bullying. Data were collected through interviews of experts and stakeholders in human resource (HR), and through online questionnaires completed by 340 HR employees in Thailand.

Results revealed that workplace bullying can be classified into three types: work-related bullying, personal-related bullying and physical-related bullying. Findings confirmed the constructs using theoretical concepts and empirical evidence with values of χ² = 120.473, df = 98, p = 0.061, χ²/df = 1.229, goodness of fit index = 0.961, adjusted goodness of fit index = 0.938, Tucker-Lewis Index = 0.992, comparative fit index = 0.994 and root mean square error of approximation = 0.026.

The findings of this study add further knowledge to the field of organizational behaviour and could be valuable for developing management theories regarding building an effective work climate. The three types of workplace bullying (work-related, personal-related and physical-related bullying) can be studied as independent, dependent or mediating variables that can both influence and mediate. Results can be used to explain behavioural aspects of workplace bullying in clear and accurate terms.

The developed instrument can accurately measure levels of workplace bullying behaviours of employees in different organizations with high levels of validity and reliability. Results can be used to develop interventions and guidelines for managing or reducing workplace bullying of employees. The instrument can also be used as a research tool for further studies of bullying behaviour.

Diversity, equality and sustainability are characteristics of organizations that have developed an effective and happy work culture. Allowing workplace bullying to occur can negatively affect such a productive organizational climate. Therefore, the research findings have social implications in terms of their ability to monitor workplace, as well as community bullying.

The instrument to measure workplace bullying was developed and improved by blending Western concepts with interview data about workplace bullying behaviours experienced by HR employees in Thailand. The instrument can facilitate the measurement of employee bullying levels in companies and can contribute to future studies of bullying behaviours in organizations or workplaces.

This paper aims to propose an effective response by business organizations to the impact of global challenges and sustainable development (SD). It also presents an overview model of organizational performance employing such an approach.

This paper is a conceptual work based upon a review of theories, research findings and reports gathered from relevant literature. The review yielded the following research framework: many countries are facing global challenges; these global challenges are affecting business organizations as external factors; SD is a concept employed to address these challenges; SD can be applied in business organizations through corporate social responsibility (CSR), corporate governance (CG) and sustainability policy and practices; and embedding CSR, CG and sustainability concepts at a strategic level is an effective response to global challenges.

Global challenges are impacting on business organizations and will continue to do so into the future. CSR, CG and sustainability concepts are increasingly being adopted by leading business organizations throughout the world. Embedding CSR, CG and sustainability concepts at a strategic level can sustain long-term organizational performance, as they help businesses face global challenges in a positive manner and maintain their position in societies on good terms with all stakeholders.

Different cultural or socio-economic environments may limit the interpretation and application of the findings or propositions in this research.

How CSR, CG and sustainability concepts can be holistically implemented in business practices.

The role of business in lessening the effect of global challenges and supporting SD is illustrated in the proposed model.

This paper demonstrates connections among the following critical influences on organizational performance: global challenges; SD; and CSR, CG and sustainability.

The paper aims is to investigate human immunodeficiency virus/acquired immune deficiency syndrome (HIV/AIDS) and human resources (HR) management in Thai business organizations listed on the Stock Exchange of Thailand (SET). The first such survey was reported on in 1998.

Data were collected through questionnaires mailed twice to 534 HR managers, yielding 211 usable responses (39.5 per cent).

Findings of both surveys were compared to identify changes. HIV/AIDS is not perceived to be a serious problem by Thai business organizations, and their executives do not view HIV/AIDS as an important workplace issue. This reflects an improvement since 1998. HR management has also improved. These improvements are due, in part, to national policies driven by Thai public institutions more than a decade ago. While there are improvements, there is still room for improvement. Many Thai business organizations still do not prepare themselves, policy‐wise, to deal with HIV/AIDS systematically.

The data were based on the perceptions of HR managers; SET organizations are leading business organizations in Thailand, but most businesses are small to medium‐sized; as HIV/AIDS is a sensitive issue. The real number of HIV/AIDS cases may not be accurate; while the two surveys included the same population, there is no way to know whether the same companies responded, so differences may not be real; and the number of companies in the food and beverage industry is under‐represented as respondents.

The paper may be useful to business companies, especially Thai; government agencies; and non‐government agencies by understanding their critical roles in curbing the spread of HIV/AIDS.

The paper findings may help businesses understand the HIV/AIDS situation in Thailand and their critical role in curbing the spread of HIV/AIDS and lessening the difficulties that HIV/AIDS people face. They may also help government, public, and private HIV/AIDS‐prevention advocates to find ways to work together with business companies to strengthen and maintain HIV/AIDS policies and practices that can help control HIV/AIDS as Thailand has done in the recent past.

Reviews a case study of four Thai companies who have all won awards for CSR activity.

Outlines the approach to CSR of four companies, offering advice on best practice to other managers

Over the past five years Thailand has become increasingly interested in corporate social responsibility (CSR). The government and professional bodies have done much to promote growing CSR practice, including many CSR events and awards. The Stock Exchange of Thailand created awards for listed companies in 2006, and in 2007 the CSR Institute was created to further support CSR activity across the country. A couple of years on, business academics and journalists are beginning to offer studied reflections on best CSR practice in Thailand, in a bid to unite understandings and expectations and to prompt more comprehensive research in the future.

Forms the basis of potential future CSR research and practice.

Offers details of successful CSR practice in Thailand that has made a significant positive impact on local communities.

May be useful to CSR managers across the world in developing a successful model for philanthropy.

This case‐study research aims to examine best CSR practices in four Thai companies that were given CSR awards. The purpose is to report on best practices in CSR in Thailand.

Four Thai companies that received the best CSR awards from the Stock Exchange of Thailand (SET) in 2006 were selected. The data were collected through a questionnaire, interviews, and company documents and web sites.

CSR activities in the top Thai companies were based on moral or altruistic motivations with a focus on both production‐process and philanthropic outcomes. The driving forces behind CSR activities in these companies were CEO leadership, company performance, and stakeholders' expectations. Their CSR framework followed the stakeholders' model and issues management which arranged CSR activities into five main categories: education, arts and culture, sports, environment, and public welfare. Critical issues in managing CSR activities were selection of appropriate CSR activity, participation by people in communities affected by the CSR activity, gaining shareholders' support and understanding, and appropriate CSR evaluation methods.

The research studied only four companies in Thailand. This may limit generalizations and may provide only a foundation for further research rather than definitive conclusions.

The findings of the research may be useful for: companies in Thailand or in other countries which are considering adopting CSR activities appropriate to their environment; researchers who might utilize the findings for furthering their CSR work; and indicating the contribution and the valuable role of both local and international CSR institutes and networks.