PurposeSmall and medium enterprises (SMEs) are often neglected in the context of business and society theory building. The purpose of this article is to build a model of why SMEs address social issues by integrating internal and external drivers and barriers to social performance (SP).Design/methodology/approachUsing thematic analysis, barriers and drivers to SME social performance are clustered along key stakeholders and presented in a theoretical model. The analysis dates from 1973 until 2006 and is grounded in an extensive literature review that represents a total of 83 countries. It includes academic and practitioner accounts stemming from theoretical and empirical work, as well as conference proceedings. A total of 80 drivers and 96 barriers to SME high social performance are identified.FindingsThis paper develops an SME four‐cell ideal type of social issues management (SIM) response typology based on drivers and barriers of social performance.Practical implicationsThe importance of understanding barriers and drivers to social responsibility (SR) of SIM for stakeholder theory, policy makers, and practitioners is discussed, concluding with implications for further SME‐SR research.Originality/valueThe four‐cell typology considers the theoretical claims of stakeholder theory within the context of SMEs and proposes a heteronomy of stakeholder salience.
Purpose -The principal aim of this research is to provide an in-depth analysis of existing practices of corporate governance in mature markets and to compare and contrast these approaches with CG and CSR practices in emerging markets, given the growing influence of EMs on the global economy.Design/methodology/approach -The methodology employed in the study is to survey the main theoretical approaches for understanding and CG in relation to mature markets and EMs.Findings -The paper makes a small but important contribution to theory building by modifying and expanding the conceptual framework put forward by Weimer, Pape, Gedjlovic, and Shapiro to make a distinction between systems of corporate governance and particularly the ''taxonomy of systems of corporate governance''. This is achieved by identifying an additional set of key variables specifically relevant to EMs as a group of countries. The main finding of the paper is that there is no comprehensive, ''one size fits all'' global corporate governance or CSR system, based on western codes and regulations that can be implemented in emerging markets.Originality/value -It is proposed that alternative corporate governance systems that reflect the institutional realities of emerging economy settings must be taken into account. The recognition of such alternative standards and codes in the way businesses are organized is original and valuable in practical as well as in social terms for both western investors and EMs. The paper is heretic in that it questions conventional wisdom, which views the OECD-prescribed best governance practices as applicable to EMs.
PurposeThe contemporary managerial work place is changing; baby boomers, the globalization and an increased participation of females in the workforce is redefining what value systems future managers’ will hold. This paper aims to build upon the traditional research on work ethics which focused primarily on working individuals. It seeks to explore future managers’ value systems on life vs work, in a cross‐national context.Design/methodology/approachPreviously validated questionnaires, containing 33 work–life values, were completed by business students in two French‐speaking regions of the world: Paris (France) and Quebec (Canada). Factor analysis was employed to examine the underlying value structure of work and life.FindingsFive factors emerged, two pertaining to work context, two to life context and one general factor as following: Extrinsic and intrinsic work context, social/society and ego/self‐life context and creativity. Subsequently, a comparison along these values is made between the two regions. Gender differences were also tested along these values. Results show differences in the value systems of these future managers based on region and gender, despite their common French language.Originality/valueThe paper provides a discussion of implications of the findings, within a context of ethics and social responsibility in reference to the stakeholder model.
Seguridad y salud en el trabajo (SST) es uno de los temas de más importancia en la agenda social de la Unión Europea (UE). Una de las principales razones para ello es la seriedad de las consecuencias de los accidentes laborales: trauma para los implicados, impacto financiero negativo para la compañía, para la economía nacional y personal, y una pobre imagen pública para la empresa, la cual puede extenderse a todo el sector. El coste total por accidentes graves y fatales en la UE en 1999 supuso pérdidas por 500 millones en días de trabajo perdidos. Ademas, España se sitúa en segundo lugar en el ranking de accidentes fatales en el trabajo con 370 muertos en 2003, sumando 110 muertes más que la media en la UE. El análisis secundario realizado a partir de los datos del Instituto Nacional de Seguridad e Higiene en el Trabajo (INSHT) correspondientes a la«IV encuesta sobre condiciones de trabajo» reveló que existen diferentes percepciones del riesgo entre la dirección y los empleados, aunque ambas partes trabajen en el mismo lugar. Los datos también muestran que la percepción del riesgo cambia tanto en un caso como en el otro si se tienen en cuenta sólo las actividades de SST o los aspectos estructurales, en lugar de considerar toda la empresa y el conjunto de las actividades y aspectos estructurales de la organización. La investigación parece indicar también que el tamaño de la plantilla está correlacionado con la percepción de riesgo tanto del trabajador como de la gerencia de la empresa. Además, el número de diferencias estructurales y de actividades en materia de SST marcan la diferencia en la forma en que la dirección y los empleados perciben el riesgo en el trabajo. Para implantar una cultura de SST es necesario mucho más que cambios estructurales en la organización de las empresas y/o cambios en la actitud de los individuos. Tras revisar los instrumentos existentes en España especializados en temas de SST, concluimos que éstos se dirigían sobre todo a cómo impulsar actividades específicas. Sin embargo, pensábamos que era importante orientarnos hacia cómo crear una cultura de SST que incorpore actividades concretas, mientras se mantienen los limitados recursos que tienen las pymes para este tipo de asuntos. Concluimos que era necesario estudiar las buenas prácticas en materia de SST y su implementación en pymes, con el fin de servir como un ejemplo real y promover normas basadas en buenas prácticas. El análisis de casos de buenas prácticas a partir del modelo TQM (Total Quality Management) puede ser de gran utilidad para entender cómo promover una cultura de SST que incorpore la participación de los trabajadores, para de esta forma cerrar la brecha existente en la percepción del riesgo en el trabajo. La posibilidad de compartir conocimientos entre las pymes es el primer paso hacia una nueva cultura de la SST.
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