Investigating corporate social responsibility in supply chains: a SME perspective

A study of the use of business improvement initiatives: the association with company size and level of national development

“…However, other initiatives such as CSR systems, total quality management and quality management systems are applicable in both manufacturing and service organisations. With particular reference to CSR systems, these findings contradict previous findings (Gulger and Shi 2009, Lund-Thomsen and Nadvi 2010, Ciliberti, Pontrandolfo, and Scozzi 2008, which suggested that CSR deployment in developing countries is not as advanced as that in developed countries. Taking into account that the findings from these previous studies are based primarily on manufacturing organisations, we suggest organisations in developing economies are not only becoming more aware of CSR practices, they appear to be more aware, in general, than organisations in developed countries.…”

Piggy in the Middle: How Direct Customer Power Affects First-Tier Suppliers’ Adoption of Socially Responsible Procurement Practices and Performance

“…Process-based socially responsible procurement practices, such as monitoring and assessment, are shown to combine with collaborative approaches, such as socially responsible training and awareness building, in order to encourage the adoption of socially responsible initiatives (Ciliberti et al 2008). Additionally, nonmediated power, in the form of assistance to suppliers, leads to the implementation of SA8000 with suppliers (Ciliberti et al 2009).…”

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

“…Given the heterogeneous nature of SMEs (Hillary, 2004) it is important to note that the reasons for introducing CSR in SMEs may be different from those of large enterprises (Udayasankar, 2008) and may be consistent with the owner's values (Murillo & Lozano, 2006), the need to improve community relationships (Chrisman & Archer, 1984), to promote a climate of trust with internal stakeholders, especially employees (Ciliberti, Pontrandolfo, & Scozzi, 2008;Graafland, Van de Ven, & Stoffele, 2003;Perrini, 2006) or gain reputation in the community (Jenkins, 2006).…”

“…Aragón-Correa, N. Hurtado-Torres, S. Sharma, & V.J. García-Morales, 2008;Ciliberti, et al, 2008;Jenkins, 2006;Marín Rives & Rubio Bañón, 2008). This interpretation would be consistent with Hart's resource-based view (1995), in which organizational capabilities are fundamental to understand business strategies, in both large companies and SMEs, although the paths may be uneven and capabilities are based on different characteristics.…”