CSR knowledge and perception in Polish SMEs: Evidence from the region of Pomerania

Abstract

Ewa Mazur-Wierzbicka: Realizacja work-life balance jako jednego z narzędzi CSR w polskich przedsiębiorstwach na przykładzie Lidla i Biedronki Marta Miszczak: Komunikowanie polityki CSR klientom przez sklepy dyskontowe w Polsce .

The relationship between corporate environmental, social, governance issues and corporate sustainability in the financial sector: A managerial perspective

“…Particularly, the most important is what the executives perceive as ESG (Quazi, 2003), why they involve in ESG actions (Pedersen, 2006; Pedersen, 2010) and how they make it a part of corporate strategy (Lacy & Salazar, 2006; Marsden, 2006). Although, managers' differing ESG perceptions make it more complex to address, (Agudo‐Valiente et al, 2017; Esken et al, 2018; Mackenzie & Peters, 2014; Pérez & del Bosque, 2015; Singh & Narwal, 2012) varying from positive (Hieu, 2011; Holcomb & Smith, 2017; Mackenzie & Peters, 2014; Pérez & del Bosque, 2015), to negative (Zięba, 2015) or neutral (Crişan‐Mitra & Borza, 2015), albeit a consensus would improve sustainability performance assessment (Pedersen & Neergaard, 2009).…”

“…Subsequently, others engage in ESG actions for the shake of the overall corporate performance (Bhattacharya et al, 2009; Hur et al, 2014; Rangan et al, 2015; Rodríguez Bolívar et al, 2015). Surprisingly, whilst there are managers voting for ESG perception reconsideration (Fukukawa & Teramoto, 2009), the majority falls into greenwashing (Zięba, 2015) or cherry‐picking 1 (Adams et al, 2007; Crişan‐Mitra & Borza, 2015; Mackenzie & Peters, 2014).…”