“Political” Corporate Social Responsibility in Small- and Medium-Sized Enterprises

Abstract

“Political” corporate social responsibility (CSR) involves businesses taking a political role to address “regulatory gaps” caused by weak or insufficient social and environmental standards and norms. The literature on political CSR focuses mostly on how large multinational corporations (MNCs) can address environmental and social problems that arise globally along their supply chains. This article addresses political CSR of small- and medium-sized enterprises (SMEs). SMEs represent a major share of economic value creation worldwide and are increasingly exposed to regulatory gaps. Although SMEs differ substantially from MNCs in terms of organizational characteristics, behavioral guiding principles, and financial and human resources, they should still tackle such regulatory gaps by accepting a political role. Drawing on Zadek’s model of CSR-based organizational learning and Young’s concept of social connection, this study develops a conceptual framework as the basis for discussing why SMEs should become involved in political CSR, how they can manage political CSR internally and systematically, and how their progress can be assessed by third-party observers externally.

Organizing Corporate Social Responsibility in Small and Large Firms: Size Matters

“…For SMEs, this dimension is reflected in the typically implicit organizational culture of SMEs and daily practices and processes that tend to be informally organized. Employee involvement is also normally encouraged through informal measures, while transparency of activities towards third parties is more likely to be disclosed by SMEs only on demand (Wickert 2011a). …”

“…In MNCs, this refers to the proactive participation and "activity level" by which they contribute to collaborative CSR initiatives such as the UN Global Compact, as well as the quality of relationships with external stakeholders such as NGOs (Baumann 2009). For SMEs, this dimension captures the scope of collective involvement with other SMEs or suppliers to jointly address issues related to CSR, as well as involvement of SMEs in CSR-related networks, such as industry associations (Wickert 2011a).…”

“Buying” Corporate Social Responsibility: Organisational Identity Orientation as a Determinant of Practice Adoption

“…Garriga and Melé 2004), attention has been shifting towards the question how CSR is in fact put into organisational practice (e.g. BaumannPauly et al 2013;Lindgreen et al 2009;Maon et al 2009;Rasche et al 2013;Wickert 2014). However, as yet little attention has been given to explaining what leads to inconsistent ''degrees of CSR seriousness'' (Aguilera et al 2007, p. 855).…”

“…We specifically theorize different processes and patterns in CSR adoption in this particular context, and in doing so we contribute to the literature on the organisational adoption and implementation of CSR (e.g. Baumann-Pauly et al 2013;Lindgreen et al 2009;Maon et al 2009;Rasche et al 2013;Wickert 2014).…”

Development of the mechanical engineering complex on the basis of the improvement of large and small businesses relations

“…However despite the measures taken by the Russian government more recently the decrease of the index of machine and equipment production [1, p. 43-45], the reduction of the dynamics of the investments into the fixed capital are observed [1, p. 133-134]. The stagnation in this sector of economy encourages the search of new methods and forms of the support and the development of machine manufacturing [2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20][21].…”