A Comparative Study of Corporate Social Responsibility Activities Based on Buddhist and Christian Principles: A Case Study of Well Steel Business Co., Ltd.

Abstract

This article has three primary objectives: (1) to examine the forms of Corporate Social Responsibility (CSR) activities based on Buddhist and Christian principles of Well Steel Business Co., Ltd.; (2) to conduct a comparative analysis of CSR activity models grounded in Buddhist and Christian doctrines; and (3) to compare and propose CSR activity models for private sector organizations within the Thai social context. This research adopts a qualitative research methodology, employing documentary analysis, in-depth interviews with six groups of key informants totaling 20 monastic and lay participants, and participant observation. Relevant concepts and theories are also utilized as the analytical framework for data analysis. The findings reveal that (1) The CSR model under the Buddhist framework is characterized by the systematic integration of Buddhist principles into business operations and stakeholder relationship management. It is grounded in key doctrines, including dana (generosity), the Four Bases of Social Solidarity (Sangahavatthu 4), the Four Sublime States (Brahmavihara 4), the Threefold Benefits (Attha 3), and the Six Principles of Harmonious Living (Saraniyadhamma 6). These principles aim to alleviate suffering, promote mutual support, and enhance quality of life in a balanced manner across both temporal and human dimensions. In contrast, the Christian framework is grounded in the values of love for one’s neighbor, service, and respect for human dignity, functioning as an ethical framework that guides policies and organizational practices toward transparency and fairness. (2) The comparative analysis indicates that both religious frameworks share common values, namely compassion, responsibility, and a commitment to the sustainable common good. However, they differ at the paradigmatic level: Buddhism emphasizes balance and continuity of developmental processes, whereas Christianity emphasizes service through love and the affirmation of human dignity. These differences are complementary and can mutually reinforce CSR governance within organizations. (3) The researcher proposes the Integrated Organizational Legitimacy Model (IOL Model), which explains the mechanisms through which organizational legitimacy is constructed across three levels: moral, institutional, and social legitimacy. The model operates through four dimensions: value orientation, value governance mechanisms, community engagement interface, and sustainable outcomes. It posits that sustainable legitimacy arises from embedding moral values within decision-making structures and participatory processes, thereby enabling organizations to develop as enduring moral institutions within society.