Exploring relationships between sustainability vision components and their organizational impact

Abstract

While vision statements are increasingly recognized as central to shaping organizational culture and driving sustainability performance, little is known about how specific vision attributes and content influence sustainability workplace attitudes and innovation, particularly in large, listed corporations in a developing economy in which a pressure to maximize short-term shareholder value exists. This study addresses this gap by examining how sustainability vision components interact to influence organizational behaviors, innovative capability, and sustainability performance. An exploratory, multiple-case study was conducted with three Thai listed corporations (CPALL, Central Pattana, and Gunkul), using qualitative data from 84 informants through semi-structured interviews, observations, and document analysis. Thematic coding, within-case, and cross-case analyses were employed to identify patterns and mechanisms. Findings reveal that seven attributes and content of sustainability vision, when effectively communicated, encourage sustainability organizational citizenship behavior, knowledge transfers, and cooperation, essentially driving sustainable innovation and stakeholder satisfaction. Finally, this study refines the sustainability vision theory with empirical evidence and offers practical guidance for managers in designing and communicating vision statements that foster innovation and sustainability performance.