CSR and Small Business in a European Policy Context: The Five “C”s of CSR and Small Business Research Agenda 2007

Spence, Laura J.

doi:10.1111/j.1467-8594.2007.00308.x

Cited by 296 publications

(324 citation statements)

References 32 publications

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“…Other authors (Spence, 2007) also note that many of them do not understand CSR as a source of competitive advantage and therefore it is not for them a business priority. In any case, CSR can be a problem for SMEs if they follow the same processes set for large companies, given the bureaucratic demands of standards and reporting procedures.…”

Section: Csr In Small Firmsmentioning

confidence: 99%

“…In any case, CSR can be a problem for SMEs if they follow the same processes set for large companies, given the bureaucratic demands of standards and reporting procedures. SMEs use more informal channels to have closer relationships with stakeholders resulting in greater capacity for dialogue and engagement (Murillo & Lozano, 2006;Perrini, 2006;Sarbutts, 2003;Spence, 2007). Simple organizational structures mean adapting more quickly to changes (Jenkins, 2006).…”

Section: Csr In Small Firmsmentioning

confidence: 99%

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Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America

Tamajón

Font

2013

Tourism Management Perspectives

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While there is a growing literature related with corporate social responsibility (CSR) in hospitality and tourism large firms, much remains to be done in the case of CSR in tourism Small and Medium Enterprises (SMEs). In this paper we show three studies regarding this particular aspect through the evidence present in different destinations: Catalonia, European natural parks and Chile. Among the conclusions can be highlighted the prevalence of altruism in the reasons for being responsible, the introduction of increasingly advanced measures or their impact on different business variables, highlighting the financial performance.

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Section: Csr In Small Firmsmentioning

confidence: 99%

Section: Csr In Small Firmsmentioning

confidence: 99%

Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America

Tamajón

Font

2013

Tourism Management Perspectives

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“…Similarly, although forming a multi-sectoral sample was seemingly a significant asset of this study, as it considers a wide range of contexts, these sectoral effects can now be studied in greater depth. Many authors have highlighted the utmost importance of considering the industrial sector when analyzing CSR issues (e.g., Moore and Spence 2006;Spence 1999Spence , 2007. On the one hand, sustainable issues can be evaluated effectively in terms of positive and negative externalities, which differ greatly according to the nature of the activity (Russo and Perrini 2010); on the other hand, the firm's influential stakeholders and their expectations also differ (Courrent and Gundolf 2009).…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

“…Several researchers have noted that a lack of financial, technical, and managerial resources may limit the ability of SMEs to integrate CSR into their objectives (e.g., Gadenne et al 2009;Revell and Blackburn 2007;Spence 1999Spence , 2007.…”

Section: Smes Sd and Performancementioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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“…These macrolevel institutions, or national business systems (NBS), capture institutional nation-state differences in firms' macroenvironments (Morgan, 2007), which in turn have been found to affect firm decisions, for example in the automobile industry (Biggart & Guillén, 1999). Applied to CSP, distinct national policy frameworks that encourage social and/or environmental initiatives may affect organizations' decisions (Spence, 2007;Tantalo & Willi, 2012). Accordingly, the country level and the NBS level have both been theorized as likely to explain part of the CSP variation across firms.…”

Section: Macrolevel: Country and National Business Systems Factorsmentioning

confidence: 99%

Unpacking the Drivers of Corporate Social Performance: A Multilevel, Multistakeholder, and Multimethod Analysis

et al. 2015

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The question of what drives corporate social performance (CSP) has become a vital concern for many managers and researchers of large corporations. This study addresses this question by adopting a multilevel, multistakeholder, and multimethod approach to theorize and estimate the relative influence of macro (national business system and country), meso (industry), and micro (firm-level) factors on CSP. Applying three different methods of variance decomposition analysis to an international sample of 2,060 large public companies over a time span of 5 years, our results show that firm-level factors explain the largest proportion of variance in aggregate CSP as well as CSP oriented toward communities, the natural environment, and employees. These results support our hypotheses according to which CSP is not primarily driven by macrolevel or mesolevel factors, except for shareholderoriented CSP, which is relatively more influenced by country-level factors. As a whole, our findings also point to the value of subdividing CSP into its stakeholder-specific components as this disaggregation allows for a more careful examination of distinct drivers of distinct aspects of CSP.Keywords: Corporate social performance; corporate social responsibility; decomposition of variance; hierarchical linear modeling; stakeholders; variance components analysis.Abbreviations: ANOVA = analysis of variance; CSP = corporate social performance; HLM = hierarchical linear modeling; MLE = maximum likelihood estimation; NBS = national business system; REMLE = restricted maximum likelihood estimation; VCA = variance components analysis.Unpacking 2

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CSR and Small Business in a European Policy Context: The Five “C”s of CSR and Small Business Research Agenda 2007

Cited by 296 publications

References 32 publications

Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America

Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Unpacking the Drivers of Corporate Social Performance: A Multilevel, Multistakeholder, and Multimethod Analysis

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