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Abstract

Enterprises in less developed economies that wish to sustain success have a choice of business models to follow. This case study investigates the extent to which a Thai corporation engages in management practices matching the 19 sustainable leadership criteria attributed to Rhineland organizations and distills those practices into six categories: a focus on long-term perspective, staff development, organizational culture, innovation, social responsibility, and ethical behavior. In sharp contrast to the prevailing Anglo/US business model of short-term maximization of profitability, these practices offered the company a solid framework for evaluating its corporate sustainability. © 2012 Wiley Periodicals, Inc.