A Case Study of Micro Businesses in Jelutong Wet Market in Penang, Malaysia: Implications for CSR Scholarship

Robles

et al. 2021

Heliyon

Despite the wide-ranging studies on Corporate Social Responsibility (CSR), firm performance, and Organizational Leadership (OL), there have been only a few studies examining the inter-relationship between them. Accordingly, this investigation has tried to investigate how OL contributes to the firm's performance through the CSR strategies. It has an internal orientation to CSR motivations compared to the existing studies that mostly considered the external factors in implementing of CSR in firms; also, it has a comprehensive view toward the firm's performance by considering both financial and non-financial aspects of performance. It could be said that this study has tried to answer the question of whether or not CSR can be as a mediator between the OL and firm performance. Data collection was performed from 285 manufacturing and consumer products firms located in Malaysia during the four-month period of June-September of 2020. AMOS Structural Equation Modeling (AMOS-SEM) method was applied to analyze the model. Following the Baron and Kenny approach in testing the hypotheses, it was found that the relationships of OL and financial performance, as well as OL and non-financial performance were partially mediated by CSR. In addition, the non-financial performance was found as a full mediator between the OL and financial performance. Further, the results revealed two full mediated relationships in this way that non-financial performance was a full mediator variable between CSR and financial performance, as well as CSR and nonfinancial performance which were found as two multiple full mediators between OL and financial performance. The results help Malaysian managers to understand their current status, capabilities, strong points and weaknesses in leadership regarding to CSR. Moreover, due to the positive effects of CSR on both firm's financial and non-financial performance, CSR is recommended to be integrated in leadership style and the organizational strategies in order to having better performance.

Section: Introductionmentioning

confidence: 99%

How does organizational leadership contribute to the firm performance through social responsibility strategies?

Robles

et al. 2021

Heliyon

Proceedings of the International Conference on Research in Management &Amp; Technovation

“…The literature on social capital is wide as social capital is a sociological construct that can be applied in various contexts such as business [21,22], healthcare [23,24] environmental conservation [1], corporate social responsibility [25], poverty-alleviation [26,27,28], nation-building [29], crowdfunding [30] and others. In the context of students, social capital provides current benefits as it supports academic success as students leverage upon it for peer learning and guidance [31,7,8], and also future benefits as it plays an important role in career and business success [10,11,18].…”

Section: Literature Reviewmentioning

confidence: 99%

Social Capital development amongst college and university students in online and classroom education

Aun¹,

Liang²,

Darmaraj³

et al. 2022

4Social capital is linked to academic performance and education satisfaction, and also forms the foundation of students9 future business networks. It is postulated that social capital development amongst college and university students is influenced by education delivery modes in the form of online and classroom education. The Covid-19 pandemic that started in March 2020 and subsequent prolonged periods of physical lockdowns in many countries has forced colleges and universities that customarily practice classroom education to shift to online education temporarily. This situation has created a

Journal of Small Business Management

“…This study borrows the European Commission (2005) definition of micro-organisations -fewer than 10 employees and annual revenues of 2 million euros or less. Micro-organisations include soleproprietorships or individuals operating with business licenses (Wong and Bustami 2019). There has been little theoretical advancement on the success factors of microorganisations (Gorgievski, Ascalon, and Stephan 2011).…”

Section: Hybrid Micro-organisations and Contested Categoriesmentioning

confidence: 99%

“…The survival rates of microorganisations are low due to barriers such as resource constraints, market inexperience and lack of legitimacy, vulnerability, risk and uncertainty (Courrent and Gundolf 2008;Markman and Waldron 2014;Reijonen and Komppula 2007). Further, microorganisations do not behave like large organisations and their approach to business problems is distinct (Lonial and Carter 2015;Wong and Bustami 2019). Because the decision-making process is mostly single-person centred (Birley and Westhead 1990;Gorgievski, Ascalon, and Stephan 2011;Reijonen and Komppula 2007;Wong and Bustami 2019), it is embedded in the manager's personal and subjective business goals (Gorgievski, Ascalon, and Stephan 2011;Jacobs et al 2016;Reijonen and Komppula 2007;Wach, Stephan, and Gorgievski 2016).…”

Section: Hybrid Micro-organisations and Contested Categoriesmentioning

confidence: 99%

“…-Decision-making process is mostly single-person centred and thus success is embedded in the manager's personal and subjective business goals. Markman and Waldron 2014;Reijonen and Komppula 2007;Wach, Stephan, and Gorgievski 2016;Wong and Bustami 2019. Hybrid organisations and success -Hybridity comprise the mixing of core organisational elements that would not conventionally go together.…”

Section: Contested Categoriesmentioning

confidence: 99%

See 1 more Smart Citation

Perceived success of hybrid microorganizations in a contested category

Bicho

Nikolaeva

Ferreira

et al. 2020

The organisational literature privileges objective performance indicators often selected by researchers. There is scarce research on legitimacy challenged hybrid and micro-organisations and on perceived success under exigent conditions. To fill in this gap, the study, conducted among complementary and alternative medicine (CAM) micro-organisations, explores success as a subjective measure originating from managers' perceptions. For the purpose, it integrates Cognitive Mapping and Multiple Criteria Decision Analysis (MCDA) -a methodological contribution to construct a subjective success framework that can be helpful for contested hybrid microorganisations. Seven factors emerged, of which human capital is recognised as critical while external factors are considered unimportant.