Since more than a year, Covid-19 has been affecting everyone in every part of the world. The fear of death has imposed a series of never-ending lockdowns. Lockdowns came along with a financial crisis that has left all business sectors in wonder, especially the Small and Medium Enterprises (SMEs).
To date, most business management research has focused on large companies and has not taken into account the factor related to the size of companies. Much research in recent decades has studied the causal relationships with implications and antecedents of CSR application, debated definitions, and considered their scope and content. This study wants to analyze, in the contexts of SMEs, the theoretical frame of reference, the consequences as well as the antecedents of CSR in order to provide future empirical studies, a starting point. The results highlight aspects related to the possible impact in the context of SMEs of CSR, barriers, language, terminology, background and the recommended theoretical framework. The analysis of the scientific output that is indexed in the international Scopus database on the topic of “corporate social performance and corporate social responsibility” in SMEs is the main objective of this study. Social responsibility actions represent, within large corporations, a natural practice, which is obvious, observed in the literature. Given this aspect, there is a totally different reality in the case of small and medium enterprises, primarily due to their high heterogeneity. Starting from this objective, we identified a number of 324 articles on this topic, following a bibliometric analysis. The majority of studies being qualitative studies, there is a certain concentration of scientific production in the last 18 years (2002-2020).
It presents the effect that the internal and external factors produce regarding the organization of the operations within the company. The requirement to implement strategic management for the innovation processes present at the company level is motivated. Structural interactions of internal and external factors regarding the organization of the company's operations were identified. Within the strategic management for the innovation processes at the company level, a hierarchy is built for the factors from the internal and external environment.
Based on the strategic management processes, it is particularly necessary to initiate but also develop a connection between CSR integration through a dynamic approach and the social philosophy of management, a systematic analysis of the processes that strategically manage CSR and the socially oriented implementation of the topic strategic integration of CSR. Related to these research topics we need to know closely the strategic management processes that integrate CSR, how they work, what influences strategic change and especially how we can define the management tools used to support the implementation of social management philosophy. In this sense, it is absolutely necessary to initiate a theoretical model that highlights, from an organic point of view but also structurally, the dynamics of the relations supported by the philosophy of social management.
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