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Article

Empowering Communities: The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development

by
Pannapa Khiawnoi
,
Sor Sirichai Nakudom
*,
Pinrudee Noobutr
and
Uthorn Kaewzang
Faculty of Management Science, Nakhon Si Thammarat Rajabhat University, Nakhon Si Thammarat 80280, Thailand
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(12), 5483; https://doi.org/10.3390/su17125483
Submission received: 9 May 2025 / Revised: 7 June 2025 / Accepted: 9 June 2025 / Published: 13 June 2025
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Abstract

:
Community enterprises play an essential role in advancing sustainable development; however, limited strategic frameworks impede their ability to integrate economic, social, and environmental objectives effectively. This study explores the strategic roles undertaken by community enterprise entrepreneurs to address this gap. Adopting a mixed-methods design, this research integrates qualitative data from in-depth interviews and participatory observations with quantitative analysis based on 215 standardized survey responses. The findings reveal consistent emphasis on five critical strategic roles: vision and goal-setting, resource management, networking and collaboration, innovation leadership, and strategic leadership, with mean ratings between 4.45 and 4.54 on a five-point Likert scale. Qualitative insights further illuminate how entrepreneurs leverage these strategies to optimize resources, foster cross-sector partnerships, drive innovation, and strengthen organizational resilience. Policy recommendations include enhancing infrastructure, developing entrepreneurial capacity, and promoting multi-sectoral ecosystems to support community enterprises. This study contributes to the theoretical discourse by proposing a five-dimensional strategic entrepreneurship model for sustainable community development, offering practical guidelines for policymakers and entrepreneurs seeking to foster resilient, inclusive, and sustainable local economies.

1. Introduction

Community enterprises are grassroots economic projects founded and managed by local community members. These firms are often established to meet local demands, produce revenue, and foster sustainable livelihoods by leveraging locally accessible resources, expertise, and competencies. Their principal objective is not just profit maximization but improving community well-being, resilience, and self-sufficiency. Community enterprises exemplify the ideas of participatory development and inclusive growth.
In this context, community enterprises are essential for fostering local economic and social development by prioritizing the augmentation of community revenue and reinforcing several facets to facilitate sustainable development [1]. In this evolutionary process, entrepreneurs of community enterprises play a crucial role in guiding their ventures towards sustainability. Entrepreneurs emphasize not just profit generation but also the implementation of methods that harmonize economic, social, and environmental development [2]. Attaining this equilibrium necessitates the use of expertise and proficient managing abilities. This encompasses market analysis to fulfill consumer expectations, effective resource management, and the establishment of collaborative networks with the community to improve sustainability across all dimensions [3].
The role of community enterprise entrepreneurs in sustainable community development encompasses profit generation, market expansion, and the fostering of beneficial community partnerships [4]. Entrepreneurs must concurrently emphasize environmental conservation, champion social equity, and support initiatives that benefit the community, especially those that enhance education or promote skill development. Community engagement in various activities, such as job creation and enhancing participation in company operations, can provide advantageous long-term impacts on community resilience [5]. From a strategic perspective, cultivating communities through community enterprises must emphasize the efficient use of local resources, job creation, and the promotion of community involvement. Moreover, establishing supporting networks across many industries is crucial for the steady and sustainable growth of community enterprises [6].
Community enterprises are essential for local economic and social development; nonetheless, their sustainability poses significant challenges. Community entrepreneurs deal with resource management, financing, infrastructure, market rivalry, and agency coordination [7]. The incorporation of economic, social, and environmental elements into community enterprise operations is devoid of explicit and systematic norms, resulting in entrepreneurs overlooking strategic approaches that may sustain their organizations and communities [8]. Entrepreneurs may emphasize immediate money at the expense of comprehensive development, therefore constraining the long-term growth potential of community enterprises.
Without strategic understanding in holistic management, community enterprise may fail [9]. This study seeks to analyze the strategic roles of community enterprise entrepreneurs in fostering sustainable community development, therefore addressing the current deficiency in strategic management techniques pertinent to the attainment of the Sustainable Development Goals. The primary research question for this project is as follows: “In what ways do community enterprise entrepreneurs execute strategic roles to foster sustainable community development across economic, social, and environmental dimensions?”. This study aims to augment the current knowledge base by introducing a strategic model tailored for community enterprise entrepreneurs, accompanied by policy and practical suggestions to foster the growth and enduring sustainability of community enterprises. The subsequent sections of this work are structured as follows: Section 2 delineates this study’s goals. Section 3 provides an exhaustive analysis of the pertinent literature, highlighting the essential themes associated with community enterprises, entrepreneurship, and sustainable development. Section 4 delineates this study’s methodology, encompassing the mixed-methods approach and data-gathering processes. Section 5 delineates the results from both qualitative and quantitative evaluations. Section 6 offers a comprehensive analysis of the findings, including the strategic functions of community enterprise entrepreneurs. Section 7 ultimately summarizes the work by presenting essential implications, recommendations, and avenues for further research.

2. Objective

The objective of this study is to examine the strategic role of community enterprise entrepreneurs in sustainable community development, emphasizing the amalgamation of economic, social, and environmental aspects to formulate guidelines that facilitate the operations of community enterprises in attaining enduring sustainable community development objectives.

3. Literature Review

3.1. The Meaning of Community Enterprise

A community enterprise is an organization motivated by local communities that participates in economic or social activities aimed at improving community well-being, self-sufficiency, and sustainable development [10]. In contrast to traditional firms that prioritize profit maximization, community enterprises highlight collective advantages for members, inclusive engagement, and the effective utilization of local resources and indigenous knowledge. These companies are generally founded by collectives of community people who unite through cooperation and shared interests to manufacture items or deliver services that address local needs while generating revenue and job possibilities [11]. The aims of community enterprises encompass enhancing household income, fostering the sustainable utilization of natural and cultural resources, reinforcing local identity, and boosting community engagement in self-governance [12]. They also seek to promote equitable development across economic, social, and environmental aspects. Community enterprises serve as a crucial instrument for grassroots development by merging commercial endeavors with enduring social benefits, enabling communities to achieve greater self-sufficiency and resilience [13].

3.2. Entrepreneurs of Community Enterprise

Entrepreneurs of community enterprises are people or collectives who spearhead the establishment, management, and advancement of community enterprises [14]. Their functions encompass economic, social, and environmental factors. A fundamental difference between community business entrepreneurs and conventional entrepreneurs is their primary focus: traditional entrepreneurs often concentrate on individual profit, whereas community enterprise entrepreneurs emphasize communal benefits for the community [15]. They depend on the active engagement of local people and use local resources, indigenous knowledge, and social capital to develop economic activities that correspond with the community’s context and need [16]. The principal duties of community enterprise entrepreneurs encompass establishing a collective vision, articulating objectives that embody the community’s aspirations, efficiently managing and distributing resources, fostering innovation grounded in local knowledge, and cultivating both internal and external collaborative networks. They serve as strategic leaders adept at guiding revolutionary changes that improve the quality of life for community members sustainably. Consequently, community enterprise entrepreneurs are not simply grassroots company operators; they are fundamentally strategic community developers with a long-term perspective. They amalgamate the ideas of sufficiency economy with market procedures to enhance the internal resilience and sustainability of the community from within [17].

3.3. The Importance of Community Enterprise Entrepreneurs

Entrepreneurs within a community initiate, manage, and promote commercial or social ventures [18]. To fortify and sustain the community, they incorporate members in governance and decision-making processes pertaining to the community enterprise [19]. Entrepreneurs use local resources to meet market demands, boosting the community’s skills in employment, product innovation, and economic and social sustainability [20]. Community enterprise entrepreneurs are essential to local economic development as they generate employment and increase income for community people, hence decreasing unemployment and enhancing living standards [21]. Moreover, entrepreneurs advocate for sustainable development across economic, social, and environmental dimensions. Encouraging community collaboration is essential. Community enterprise entrepreneurs reinforce communal ties and advocate for equity [22]. Collaborative initiatives enhance community competencies and promote economic and social engagement [23]. Community enterprise entrepreneurs are essential to the local economy and community as they utilize local resources and implement sustainable practices to enhance the development of all sectors throughout time.

3.4. The Role of Community Enterprise Entrepreneurs

Entrepreneurs in community enterprises are pivotal in advancing sustainable development through various strategic initiatives. Initially, they formulate explicit and quantifiable ideals and objectives that unite community members towards a collective destiny, promoting cohesion and dedication [24,25,26,27]. Secondly, they adeptly oversee constrained natural, human, and financial resources, enhancing operational efficiency via training, technology, and innovation [28,29,30]. Third, they establish collaborative networks by engaging with government entities, corporations, and non-profit groups, so improving access to resources, expertise, and expansive markets while reinforcing social cohesion [31,32,33]. Fourth, entrepreneurs promote innovation and creative thinking by advocating for novel solutions to emerging difficulties and developing community innovation learning centers [34,35]. Fifth, they offer strategic leadership throughout change and uncertainty, upholding long-term aspirations while communicating effectively to foster community resilience [36,37,38]. Finally, they emphasize the equilibrium of economic, social, and environmental facets by employing sustainability metrics, guaranteeing that development initiatives foster lasting community welfare and resilience.

3.5. Sustainable Development

Sustainable development emphasizes current needs while safeguarding future needs [39]. This notion attained international prominence during the 1992 Earth Summit in Rio de Janeiro and has been persistently advocated via other UN initiatives. Sustainable development comprises three primary dimensions: economic, social, and environmental. The economic dimension emphasizes the promotion of stability, the alleviation of poverty, and the facilitation of inclusive growth via efficient resource management and the equitable distribution of benefits [40]. Social sustainability prioritizes social justice, diminishes inequality, enhances quality of life, and guarantees fair resource access, necessitating active community engagement and the advancement of human rights [41]. Environmental sustainability encompasses the preservation of ecological equilibrium, the judicious utilization of natural resources, and the prevention or remediation of environmental damage through practices such as waste reduction, renewable energy adoption, and biodiversity conservation [42]. Attaining sustainable development necessitates collaboration among governments, corporations, and civil society, beyond national efforts to encompass local initiatives, such as fostering community enterprises that concurrently advance economic, social, and environmental progress [43]. Sustainable development seeks to integrate these three dimensions to foster an improved future for current and forthcoming generations [44], guaranteeing a balanced and resilient society adept at addressing various issues sustainably.

3.6. The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development

Community enterprises are essential drivers of local sustainability and grassroots development. Entrepreneurs in these enterprises play strategic roles in setting visions, managing resources, and fostering innovation. Their leadership is crucial in aligning community goals with sustainable economic and social outcomes. Community enterprise entrepreneurs play a strategic role in empowering communities towards sustainable development by integrating vision, resource management, networking, innovation, and leadership [45]. A clearly defined vision and SMART goals serve as a strategic compass, enabling entrepreneurs to align community needs with long-term development objectives. Through the effective use of local labor, indigenous knowledge, community funds, and physical assets, entrepreneurs apply the Resource-Based View (RBV) to transform these resources into strategic advantages that are valuable, rare, inimitable, and well organized [46]. Their ability to build strategic networks—with government agencies, private sectors, and academic institutions—enhances access to knowledge, markets, and collaborative innovation [47]. Furthermore, these entrepreneurs foster innovation by blending traditional wisdom with modern practices, improving local products and services to meet changing demands. At the heart of this empowerment lies strategic leadership, where entrepreneurs inspire collective action, manage change, and align operational processes with sustainable goals [48]. By performing these roles, community enterprise entrepreneurs become catalysts for inclusive, resilient, and sustainable community transformation.

3.7. The Relationship Between Community Enterprise Entrepreneurs and Community Sustainable Development

Community enterprise entrepreneurs are fundamental to community development since they establish the business’s direction and plans to enhance the economics, society, and environment of the community [49]. Numerous significant problems affect their capacity to promote community development. First, community leadership is essential, since entrepreneurs stimulate economic activity and facilitate the provision of market-driven goods and services, establish communal objectives, and foster collaboration [50]. Secondly, they generate employment and economic prospects through the processing of agricultural products, the creation of handicrafts, and the promotion of cultural tourism, thus mitigating unemployment and migration [51]. Third, community participation is essential, as integrating local residents in production, administration, and marketing cultivates ownership and accountability [52]. Fourth, entrepreneurs cultivate skills and knowledge by instructing members in production, management, finance, and marketing, therefore fostering information exchange to augment community capacity [53]. Fifth, they promote community sustainability by prioritizing sustainable business methods that leverage local resources, safeguard the environment, and provide beneficial social outcomes [54]. Sixth, they promote community cohesiveness by fostering trust, enabling cooperation, and reinforcing social connections to adapt to evolving settings [55]. Finally, community enterprise entrepreneurs facilitate cooperative networks by connecting communities with governmental, commercial, and other sectors to enhance resources, finance, and business prospects. Ultimately, community development and community enterprise entrepreneurs are interdependent: they propel economic, social, and environmental advancement, while robust and cooperative communities bolster the enduring success of community enterprises.

4. Methodology

This study employed a mixed-methods research approach to investigate the strategic roles of community enterprise entrepreneurs in promoting sustainable community development. The research sought to provide both detailed, context-specific insights and broadly applicable patterns by combining qualitative and quantitative methodologies. The application of data triangulation improved the trustworthiness, rigor, and comprehensiveness of the results.

4.1. Population and Sample

The target market consisted of community enterprise entrepreneurs in leadership roles who are actively involved in promoting community development via strategic planning, innovation, and stakeholder cooperation. Qualitative Sampling Method: A purposive sample method was utilized to identify 15 seasoned neighborhood entrepreneurs. The participants were expected to possess at least three years of leadership experience in a community enterprise, demonstrate active involvement in community development efforts, and be acknowledged by local stakeholders as innovative and powerful leaders. Quantitative Sampling Method: A simple random selection technique was employed to choose 215 participants from a database of registered community enterprises in specified locations. The inclusion requirements mandated that each firm be legally acknowledged by local administrative authorities and possess a minimum of one full-time strategic leader. The sample size was established utilizing [56] sample size table to guarantee statistical adequacy.

4.2. Research Instruments

Qualitative Instruments: A comprehensive interview guide was created utilizing a semi-structured style to investigate essential subjects, such as strategic vision, resource management, innovation, teamwork, and sustainability practices. A participatory observation checklist was utilized during field visits to record real-time entrepreneurial behaviors, stakeholder involvement, and resource consumption in community enterprises. Quantitative Instrument: The structured questionnaire we used had four essential sections: demographic data, strategic roles and responsibilities, innovative processes, and views of sustainable results. A Likert scale was utilized to assess attitudes, practices, and the frequency of behaviors.

4.3. Instrument Validity and Reliability

The questionnaire was explicitly designed to align with this study’s conceptual framework, which identified five strategic dimensions of community enterprise entrepreneurship. Each dimension—vision-setting, resource management, networking and collaboration, innovation leadership, and strategic leadership—was operationalized through multiple items developed from theoretical constructs and synthesis of the literature. This ensured comprehensive coverage and construct validity of the strategic roles being investigated. Expert validation and pilot testing further confirmed the relevance and clarity of each item within its corresponding dimension. Content validity was confirmed through a review by a team of three subject matter experts in entrepreneurship, community development, and sustainability to assure the quality and reliability of the instruments. Pilot testing was performed with 30 community entrepreneurs to evaluate item’s clarity, relevancy, and organization. Reliability was established by Cronbach’s alpha, with coefficients surpassing 0.80 signifying substantial internal consistency throughout the questionnaire’s sections.

4.4. Data Collection

The interview guide was developed based on a conceptual framework derived from an extensive literature review, focusing on five strategic roles: vision and goal-setting, resource management, networking and collaboration, innovation leadership, and strategic leadership. Open-ended questions were refined through consultations with three subject matter experts to ensure clarity, relevance, and cultural appropriateness. Comprehensive interviews were conducted in person with selected participants, each lasting 60 to 90 min; the interviews aimed to explore participants’ perceptions and practices related to the five strategic roles, emphasizing leadership, goal formulation, resource allocation, innovation, and collaboration. Additionally, participatory observations were conducted during field visits to document real-time entrepreneurial behaviors, stakeholder interactions, and the implementation of sustainability initiatives. For the questionnaire, items were designed using operational definitions of each strategic role to ensure alignment with the conceptual framework. The instrument employed a 5-point Likert scale to measure frequencies and levels of agreement. Content validity was confirmed through expert review, and a pilot test involving 30 community entrepreneurs was conducted to assess item clarity and reliability. Based on the pilot results, ambiguous items were revised. Cronbach’s alpha values exceeded 0.80 for all sections, indicating high internal consistency. A dual-mode distribution strategy was adopted to enhance inclusivity and response rates. Quantitative data collection involved administering 215 structured questionnaires using both online and paper-based formats. Online forms (via Google Forms) were used, while printed versions were distributed and collected by trained research assistants in rural areas with limited internet access. The data collection process spanned approximately three months, with close supervision to ensure adherence to ethical standards and methodological rigor. To ensure data adequacy, interviews were conducted until thematic saturation was achieved, defined as the point at which no new themes, patterns, or insights emerged from successive interviews. The research team monitored saturation continuously throughout the data collection process to determine when additional interviews no longer contributed substantially to the research objectives.

4.5. Ethical Considerations

Ethical protocols encompassed a transparent elucidation of this study’s objectives, underscoring voluntary involvement, guaranteeing participant anonymity and data protection, and securing authorization from an institutional ethics review board.

4.6. Data Analysis

Qualitative Analysis: All interview recordings were transcribed verbatim, and observational notes were compiled for transcription and familiarization. Subsequently, the data underwent open coding and thematic analysis to systematically identify five emerging themes: strategic vision and goal-setting, strategic resource management, strategic networking and collaboration, strategic innovation leadership, and strategic leadership. Quantitative Analysis: Descriptive statistics, comprising frequencies, means, and standard deviations, were employed to encapsulate respondents’ demographic attributes, strategic actions, and perceptions of sustainability. Analysis was performed with the SPSS program version 26. Qualitative data were analyzed using thematic analysis, following Braun and Clarke’s six-phase approach. After transcription and familiarization, initial codes were generated inductively based on the content of the interviews and observation notes. Coding was performed manually and independently by two trained qualitative researchers to ensure analytical rigor. Codes were then clustered into broader themes corresponding to the five strategic roles outlined in the conceptual framework.

4.7. Triangulation

Methodological triangulation was utilized to augment the trustworthiness of the findings by comparing data from interviews, observations, and surveys. Data source triangulation was accomplished by synthesizing information from several entrepreneurs across multiple areas. Furthermore, researcher triangulation engaged numerous researchers in the data analysis and interpretation to mitigate bias and enhance analytical rigor.

5. Results

5.1. Quantitative Research Findings

The quantitative aspect of this study sought to validate five strategic functions of community enterprise entrepreneurs in fostering sustainable community development: (1) strategic vision and goal-setting, (2) strategic resource management, (3) strategic networking and collaboration, (4) strategic innovation leadership, and (5) strategic leadership. A descriptive statistical analysis was performed on data from 215 valid replies obtained through structured questionnaires to assess the frequency, mean, and standard deviation for each dimension. The findings are summarized as shown in Table 1.
1.
Strategic Vision and Goal-Setting
Participants unanimously concurred that formulating a collective community vision and adopting long-term objectives substantially enhanced sustainable development. A high mean score (M = 4.52, SD = 0.47) demonstrated consensus among community entrepreneurs that this position cultivates community cohesiveness, improves decision-making involvement, and encourages alignment with environmental, economic, and social goals.
2.
Strategic Resource Management
Participants assigned a high rating to this position (M = 4.49, SD = 0.53), emphasizing its significance in the effective utilization of natural, financial, human, and cultural resources. Consistent practices that enhance long-term sustainability include effective budget planning, the integration of local knowledge, and the development of community capacity.
3.
Strategic Networking and Collaboration
This position earned a mean score of 4.45 (SD = 0.50), indicating robust consensus on the significance of partnerships in promoting community development. Collaboration with local governments, commercial enterprises, and civil society groups was deemed essential for accessing new markets, financial resources, and technical expertise, therefore bolstering community resilience.
4.
Strategic Innovation Leadership
The participants supported the significance of promoting innovation and technology adoption (M = 4.48, SD = 0.51). The participants highlighted that adopting innovation in production methods, services, and marketing tactics improves competitiveness and guarantees flexibility in evolving economic conditions.
5.
Strategic Leadership
Community entrepreneurs indicated robust involvement in vision formulation, motivating others, and spearheading transformation (M = 4.54, SD = 0.44). The results indicate that successful leadership guarantees ongoing alignment with sustainability objectives and fosters a long-term capability to address difficult issues within the community context.
The quantitative results corroborate the qualitative findings about the strategic roles of community enterprise entrepreneurs in sustainable community development. Data gathered from 200 respondents via structured questionnaires corroborate the significance of all five strategic roles defined in the qualitative phase: strategic vision and goal-setting, strategic resource management, strategic networking and collaboration, strategic innovation leadership, and strategic leadership. The average scores across all aspects were elevated (between 4.45 and 4.54 on a 5-point Likert scale), signifying robust consensus among respondents on the importance and efficacy of these roles.
The strategic leadership position attained the highest mean score (M = 4.54, SD = 0.44), corroborating the results from comprehensive interviews and field observations. The results indicate that community enterprise entrepreneurs use methods consistent with sustainable development concepts, including democratic decision-making, efficient resource usage, innovation promotion, and cross-sector collaboration.
These behaviors embody the principal themes detected in the qualitative investigation. The quantitative analysis corroborates the qualitative findings and emphasizes that the strategic functions of community enterprise entrepreneurs are acknowledged by stakeholders and extensively and effectively executed. The triangulation of the two data sets bolsters the research’s credibility and provides a more profound comprehension of the strategic factors that facilitate sustainable community development.

5.2. Qualitative Research Findings

This study investigates the pivotal role of community enterprise entrepreneurs in advancing sustainable community development across economic, social, and environmental dimensions. The qualitative findings are based on semi-structured in-depth interviews with 15 purposively selected community enterprise leaders from various provinces in Thailand, all of whom had a minimum of three years of experience in enterprise leadership and were recognized by local stakeholders as active contributors to sustainable development. Each interview lasted 60–90 min and was conducted face-to-face. Interviewees held leadership positions such as enterprise founders, presidents of community cooperatives, and heads of local economic development groups. These sessions were audio-recorded, transcribed verbatim, and thematically analyzed using Braun and Clarke’s six-phase approach. Thematic saturation was achieved, and participatory observations during field visits added contextual depth by documenting actual practices, decision-making interactions, and leadership behaviors in community settings. The analysis revealed five interrelated strategic roles consistently enacted by community enterprise entrepreneurs:
1.
Strategic Vision and Goal-Setting
Community enterprise entrepreneurs emphasized the creation of a shared vision and long-term strategic goals as essential for steering community development. The participants reported facilitating community meetings to define a collective direction, often incorporating environmental priorities like organic farming. A leader from Nakhon Si Thammarat explained, “We discuss goals with everyone. That way, the vision belongs to the people—not just the enterprise.” This inclusive visioning process encouraged social unity, optimized resource use, and enhanced stakeholder alignment. Moreover, fostering future leadership was cited as key to continuity and long-term community stability.
2.
Strategic Resource Management
Interviewees described resource management as a multidimensional strategy encompassing natural, human, cultural, and financial capital. Leaders implemented eco-friendly practices such as organic farming, developed training programs for youth and women, and preserved cultural assets through local crafts. A cooperative leader in Surat Thani noted, “We teach weaving not just for money, but to protect our identity.” Budget planning and community revolving funds were widely used to ensure financial sustainability. Such practices enabled economic empowerment while protecting environmental and cultural heritage.
3.
Strategic Networking and Collaboration
Respondents consistently reported the importance of building networks across sectors. Internal collaborations within communities helped strengthen trust and cooperation. Externally, partnerships with academic institutions provided access to technical knowledge, while connections with local government led to support for infrastructure and funding. One entrepreneur in Nakhon Si Thammarat shared, “Universities helped us with packaging, while the subdistrict office helped with markets.” These collaborations expanded market opportunities and resilience, enabling the enterprises to scale their impact.
4.
Strategic Innovation Leadership
Entrepreneurs actively engaged in innovation by introducing new products, improving services, and adopting digital technologies. Field observations recorded practices such as using social media for marketing and adapting eco-tourism services to changing tourist preferences. A founder of a community homestay program explained, “We didn’t know about online platforms before. Now, we get bookings from everywhere.” Beyond technology, leaders cultivated creative mindsets among community members, encouraging experimentation and ideation. Innovation was seen as vital not only for competitiveness but also for long-term adaptability.
5.
Strategic Leadership
The role of strategic leadership was seen in how entrepreneurs mobilized resources, inspired participation, and guided communities through uncertainty. Leaders demonstrated the ability to communicate vision, resolve conflicts, and develop strategic plans. One interviewee stated, “My job is to keep everyone moving in the same direction—no matter how hard it gets.” Their cross-sector collaborations and ability to manage change were pivotal in aligning community efforts with broader sustainability goals. Field visits confirmed these roles, observing leaders actively facilitating stakeholder dialogs, mediating group disagreements, and leading collective planning sessions.

5.3. Summary of Findings

Qualitative analysis confirms the strategic capabilities of community enterprise entrepreneurs in shaping sustainable development. Their roles are not merely operational but transformative, empowering communities through shared vision, integrated resource use, network building, continuous innovation, and inclusive leadership. These five strategic functions—vision-setting, resource management, networking, innovation leadership, and strategic leadership—collectively enhance the economic, social, and environmental sustainability of their communities.

6. Discussion

This study’s findings underscore the strategic responsibilities of community enterprise entrepreneurs in advancing sustainable community development across economic, social, and environmental aspects. The roles may be examined comprehensively through the five strategic dimensions outlined in Figure 1.

6.1. Strategic Role in Vision and Goal-Setting

Community enterprise entrepreneurs are pivotal in formulating a shared vision and delineating long-term goals for their organizations. This serves as an essential tool for enhancing teamwork and fostering community participation. The quantitative data reveal a strong consensus (M = 4.52) that a well-expressed vision significantly improves sustainability in all dimensions. This aligns with the qualitative findings, suggesting that effectively expressing shared objectives promotes cohesion and establishes a clear developmental path for the group.

6.2. Strategic Resource Management

The efficient and fair distribution of various resources—natural, human, cultural, and financial—is a key duty of community enterprise entrepreneurs. This careful management ensures lasting community stability (M = 4.49). A substantial emphasis is placed on knowledge improvement and the preservation of local wisdom, which promotes economic sustainability and reinforces the community’s identity. Interview data corroborate that these techniques reduce migration, increase income, and conserve resources for future generations.

6.3. Strategic Networking and Collaboration

Community enterprise entrepreneurs have strong abilities to create diverse networks among the community, governmental entities, commercial businesses, and international organizations. These alliances expand market opportunities, enhance competitiveness, and provide financial and intellectual support. The quantitative results (M = 4.45) and field data both confirm that collaboration is essential for organizational resilience and enduring growth.

6.4. Strategic Innovation Leadership

Fostering an innovation-driven culture improves production efficiency, lowers operating expenses, and enables communities to access larger markets. Entrepreneurs that emphasize technology adoption, new product creation, and idea generation among their members generally attain higher success (M = 4.48). Qualitative studies indicate that innovation leaders stimulate innovative thinking within the community, facilitating adaptive growth in a competitive landscape.

6.5. Strategic Leadership in Driving Change

Leadership is demonstrated by entrepreneurs’ ability to establish strategic objectives, inspire community members, and navigate firms through uncertainty. This component achieved the highest average score (M = 4.54), indicating that visionary and inspiring leadership, together with cross-sector collaboration, is essential for achieving sustainable development. These leaders guide their communities through transition with purpose and consistency, ensuring alignment with long-term sustainability goals.

7. Conclusions

Community enterprise entrepreneurs are essential in promoting sustainable community development by harmonizing economic, social, and environmental aspects. Their responsibilities encompass not just conventional company management but also strategic planning, resource optimization, network development, and innovation [57]. This study underscores critical domains where these entrepreneurs enhance long-term community sustainability, accentuating the significance of visionary leadership, effective resource management, and engagement with diverse stakeholders.
This study’s principal conclusion is that community enterprise entrepreneurs establish explicit visions and long-term objectives to steer community enterprises towards sustainability. By setting common goals, they guarantee economic sustainability while upholding environmental stewardship and social unity [58]. Their leadership promotes collaborative decision-making, increases community engagement, fortifies unity, and cultivates enduring commitment among members. This strategic vision coordinates initiatives across many sectors, guaranteeing a unified trajectory for growth [59].
A crucial element is strategic resource management, wherein entrepreneurs optimize the utilization of natural, human, financial, and cultural resources. Sustainable techniques, including organic agriculture and prudent financial management, preserve ecological equilibrium while ensuring economic advantages [60]. Efficient workforce development, encompassing training programs and skill enhancement activities, fortifies local capacity and mitigates outmigration [61]. The protection of cultural heritage strengthens community identity and offers avenues for economic diversification [62]. By employing effective resource management, these entrepreneurs guarantee sustained prosperity and resilience [63].
Networking and teamwork are crucial for sustainable growth. Community enterprise entrepreneurs proactively establish collaborations with local governments, commercial enterprises, and international organizations to secure financial backing, acquire knowledge, and access markets [64]. These relationships augment the competitiveness of community firms, elevate innovation potential, and generate sustainable economic prospects [65]. Moreover, cultivating robust intra-community ties enhances collaboration and collaborative problem-solving, hence reinforcing the community’s social fabric [66].
Innovation and technology implementation are essential for improving productivity, lowering expenses, and broadening market access. Entrepreneurs utilize digital marketing, contemporary manufacturing methods, and novel service models to enhance efficiency and competitiveness [67] (Nwosu et al., 2024). Fostering a culture of creativity enables community members to devise inventive solutions to local issues, guaranteeing ongoing adaptation and development [68]. Through the incorporation of technological innovations, community enterprises sustain their relevance in a progressively competitive and digital economy [69].
The capacity to navigate problems and convert them into opportunities is a hallmark of successful community enterprise entrepreneurs. They address resource restrictions, market rivalry, and regulatory restraints via proactive planning, strategic distinctiveness, and the efficient utilization of local resources [70]. Utilizing government assistance, creating specialized goods, and promoting local innovation enable them to sustain stability while seeking long-term growth [71]. This flexibility guarantees the viability and durability of community firms in a changing economic environment [72].
This study further emphasizes that these five strategic roles—vision-setting, resource management, collaboration, innovation, and leadership—are inherently interconnected with the three fundamental pillars of sustainable development. Economic sustainability is advanced through efficiency and productivity; social sustainability is reinforced by participation, equity, and capacity building; and environmental sustainability is supported by resource conservation and eco-friendly practices. This integration aligns with the triple-bottom-line (TBL) approach and offers a practical pathway to achieve local Sustainable Development Goals (SDGs).
In summary, community enterprise entrepreneurs serve as catalysts for sustainable development, facilitating equitable economic, social, and environmental advancement. Their strategic methodology on vision-setting, resource allocation, collaboration, innovation, and problem management enhances community resilience and sustained prosperity [73]. As the function of community enterprises grows, continuous research, policy integration, and capacity-building initiatives will be crucial for optimizing their influence [74]. Supporting these businesses enables communities to cultivate a more sustainable and self-reliant future, promoting economic stability, social inclusion, and environmental conservation.
This study provides significant insights for theory, practice, and policy in community entrepreneurship and sustainable development. This theoretically enhances scholarship by merging a strategic entrepreneurship framework with sustainable development principles within a community context, illustrating that community entrepreneurs function as both economic agents and strategic leaders who reconcile economic, social, and environmental objectives while validating a five-role model—vision-setting, resource management, collaboration, innovation, and leadership—that can inform future research. The findings provide a practical roadmap for current and prospective community enterprise entrepreneurs, emphasizing behaviors such as inclusive decision-making, leveraging local resources, fostering innovation, developing leadership, adopting technology, and building networks to improve enterprise sustainability and effectively tackle local challenges.
This study highlights the necessity for strategic programs that cultivate community enterprise ecosystems by synchronizing capacity-building initiatives with five strategic roles, promoting sustainable practices, encouraging public–private partnerships, and offering financial and technical support to enhance the impact of community enterprises on local development. However, the research encounters difficulties, such as a relatively small qualitative sample that may constrain generalizability, a concentration on a single geographic location that may not reflect wider regional variances, and dependence on self-reported data that might introduce bias. Future research should undertake comparative studies across diverse cultural and regional contexts, perform longitudinal analyses to monitor the progression of strategic behaviors and their sustainability outcomes, investigate the impact of digital transformation and technological tools on entrepreneurs’ strategic capabilities, and utilize structural equation modeling (SEM) to further validate and enhance the proposed conceptual framework.

Author Contributions

Conceptualization, P.K. and S.S.N.; methodology, P.K. and S.S.N.; validation, P.N. and U.K.; formal analysis, P.K. and S.S.N.; investigation, P.K. and S.S.N.; resources, P.K. and S.S.N.; data curation, P.N. and U.K.; writing—original draft preparation, P.K. and S.S.N.; writing—review and editing, P.K. and S.S.N.; visualization, P.N. and U.K.; supervision, P.K. and S.S.N.; project administration, P.N. and U.K. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

This study was conducted in accordance with local guidelines and regulations. Ethical approval was not required, as the research involved non-interventional procedures, voluntary participation, and did not collect sensitive personal data.

Informed Consent Statement

Informed consent was obtained verbally from all participants prior to data collection. Participants were informed about the research purpose, their voluntary involvement, and their right to withdraw at any time.

Data Availability Statement

The data supporting the findings of this study are available from the corresponding author upon reasonable request.

Acknowledgments

The author would like to express their sincere appreciation to the community enterprise entrepreneurs who participated in this research and to the research assistants who supported the data collection efforts in rural areas.

Conflicts of Interest

The author declares no conflicts of interest.

References

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Sustainability 17 05483 g001
Figure 1. The strategic roles of community enterprise entrepreneurs in promoting sustainable development. Source: author’s conceptualization.
Figure 1. The strategic roles of community enterprise entrepreneurs in promoting sustainable development. Source: author’s conceptualization.
Sustainability 17 05483 g001
Table 1. Mean and standard deviation of strategic roles.
Table 1. Mean and standard deviation of strategic roles.
Strategic RoleMeanStandard
Deviation		Interpretation
Strategic Vision and Goal-Setting4.520.47Very High Agreement
Strategic Resource Management4.490.53Very High Agreement
Strategic Networking and Collaboration4.450.50High Agreement
Strategic Innovation Leadership4.480.51Very High Agreement
Strategic Leadership4.540.44Very High Agreement
(Highest Overall)
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Khiawnoi, P.; Nakudom, S.S.; Noobutr, P.; Kaewzang, U. Empowering Communities: The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development. Sustainability 2025, 17, 5483. https://doi.org/10.3390/su17125483

AMA Style

Khiawnoi P, Nakudom SS, Noobutr P, Kaewzang U. Empowering Communities: The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development. Sustainability. 2025; 17(12):5483. https://doi.org/10.3390/su17125483

Chicago/Turabian Style

Khiawnoi, Pannapa, Sor Sirichai Nakudom, Pinrudee Noobutr, and Uthorn Kaewzang. 2025. "Empowering Communities: The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development" Sustainability 17, no. 12: 5483. https://doi.org/10.3390/su17125483

APA Style

Khiawnoi, P., Nakudom, S. S., Noobutr, P., & Kaewzang, U. (2025). Empowering Communities: The Strategic Role of Community Enterprise Entrepreneurs in Sustainable Development. Sustainability, 17(12), 5483. https://doi.org/10.3390/su17125483

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