This study addresses the heterogeneity of family firms in their engagement with corporate social responsibility (CSR). We build on stewardship theory and socioemotional wealth to explore the foundations of CSR in family firms and to examine whether the extent of engagement is based on values, and how and why this happens. We use the interpretative method of grounded theory to address these questions. Based on 12 case studies of Spanish family firms, this article illustrates the patterns of influence of family involvement and values in explaining the extent and scope of CSR.

No abstract

and conceptual level, none has yet studied the infl uence that family values exercise on corporate branding, and their consequences. Fundamentally, the article considers that a ABSTRACT Very little research has been done on the creation and development of a family corporate brand in tourism family fi rms and their effects. In this article, we aim to start fi lling this gap in the literature by fi rst developing a conceptual model of the creation of a family corporate brand in tourism fi rms, and later present a case study to explore to what extent the tenets of the model are observed in the case. The conceptual model is developed taking as a reference some of the general literature on branding, and adapting it to the case of family fi rms in the tourism sector. On the other hand, the case shows how the particular family values or familiness on which the brand is build supports sustainable practices of tourism development, a particular pattern of business growth and development, and proves how the fact of being a family business becomes an essential part of the tourist experience for the guest.

Purpose The purpose of this paper is to analyze the simultaneous implementation of an integrated management system (IMS) in a small and medium-sized enterprise (SME) and its impact on costs. Design/methodology/approach Based on a case study, the paper presents and analyzes the implementation of the ISO 9001 and ISO 14001 management system (MS) standards. The organization analyzed is an SME of the heating and air conditioning sector that had no MSs implemented (common in the sector) and decided to implement an IMS based on both function-specific MS standards (MSSs) and also achieving the separated certification. The analysis of expected and real costs is also presented. Findings The results show that a simultaneous integration is possible and the cost analysis evidences the improvement of the organization’s efficiency. The certificates for both MSSs were also achieved. These findings help in confirming theoretical statement posed in the literature of the integration of MSs: integration strategy, methodology and level. The organization values this integrated implementation as very positive internally and externally, as this is one of the first organizations of the sector implementing and integrating the ISO 9001 and ISO 14001. Originality/value Although studies analyzing empirically the integration of MSs have been widely published in recent years, to the best of the authors’ knowledge, this is one of the first papers analyzing the implementation of an IMS directly and analyzing its costs. In addition, this paper provides evidence that those organizations implementing integration later than others, can learn from the beginners’ experience.

PurposeUsing a theoretical and empirical focus on the power stakeholders exert, the purpose of this paper is to provide a better understanding of the factors that influence the subsidiaries of multinationals’ participation in corporate social responsibility (CSR) under the pressures (expectations and demands) their complex system of internal and external stakeholders’ places upon them.Design/methodology/approachUsing an in-depth case study, the relationship a local subsidiary in the food and beverage industry has with its stakeholders as regards CSR is analyzed.FindingsThe findings illustrate three main aspects: how the local company is affected by and how it affects its stakeholders (an example of the multidirectionality of power and influence); the direct and indirect practices that are adopted to address challenges; and the importance of the role the local subsidiary plays as an implementer and diffuser of its parent organization’s responsible practices across the industry value chain.Originality/valueTo the best of authors’ knowledge, the focus is on analyzing the power stakeholders have in the context of multinational companies that has not been applied before, and the outcome of using this approach is that the authors have uncovered gaps in the literature for future research.