Sustainability Management and Small and Medium‐Sized Enterprises: Managers' Awareness and Implementation of Innovative Tools

Johnson, Matthew

doi:10.1002/csr.1343

Cited by 182 publications

(180 citation statements)

References 86 publications

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“…These results are in line with integrative theories, such as the stakeholder theory addressed by Werther Jr & Chandler (2010) and Carroll & Buchholtz (2014) who state that social CSR practices are vital for company growth and development, as well as for achieving more significant results in terms of profitability. Similar conclusions are discussed and supported by several empirical studies suggesting that companies should focus on the integral satisfaction of their employees, their managers, and also their communities (Johnson, 2015;Moore & Manring, 2009). Our results are similar to the findings made by Martinez-Conesa, Soto-Acosta, & Palacios-Manzano (2017); Reverte, Gómez-Melero, & Cegarra-Navarro (2016), where they show that CSR is divided mainly into social and economic practices, substantially increase the profitability of companies.…”

Section: Discussionsupporting

confidence: 92%

Corporate Social Responsibility: Its Effect on SMEs

Valdez-Juárez¹

2017

JMS

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In recent times, small and medium-sized companies (SMEs) have focused their activities on short-term financial results. Corporate social responsibility (CSR) is among the organizational practices currently being adopted by companies to increase their competitiveness. While some companies implement CSR out of curiosity or because it is aligned with their true social vocation, most embrace it to increase economic and financial performance. Whereas some theories support CSR practices and assert the great benefits these activities can yield, other theories state that management should not allocate resources to CSR actions. Focusing on SMEs, the present study sought to examine the effects of CSR on profitability from three perspectives: the social, the environmental, and the economic dimensions of social responsibility. The sample for this study included 81 companies in the industrial (54.3%) and services (45.7%) sectors operating in the south of the state of Sonora (Mexico). Data collection was carried out from August to November, 2013, and used a self-directed survey administered to company managers. Results were analyzed and validated using a variance-based statistical technique focused on structural equation models (SEM); the structured relationships were validated by partial least square (PLS) modeling using the SmartPLS Professional software (version 3.2.6). Our findings provide evidence that social and economic CSR activities have a positive influence on profitability in SMEs. This study contributes to the development of the main literature on CSR practices in their social, environmental, and economic dimensions: firm theory, sustainability theory, and stakeholder theory.

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Section: Discussionsupporting

confidence: 92%

Corporate Social Responsibility: Its Effect on SMEs

Valdez-Juárez¹

2017

JMS

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“…On the other hand, given the influence of the owner/manager in SMEs, a positive attitude towards the environment and sustainability can result in the decision to implement and integrate approaches such as LCM into the organisation [80]. It has been argued that due to the hierarchy and decision-making characteristics of SMEs, smaller companies may be in a better position than larger organisations to innovate for sustainability [24].…”

Section: Enablers and Barriers For Smes To Implement Environmental Mamentioning

confidence: 99%

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

2018

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Abstract:One approach to incorporate sustainability in organisations is the implementation of life cycle management (LCM). LCM involves sharing responsibility for addressing environmental impacts across the entire supply chain of products and services, extending from raw material extraction to end-of-life of the product. The New Zealand primary sector relies heavily on natural resources and provides about 70% of the country's export revenue. Most companies in primary industry sectors in New Zealand are small and medium-sized enterprises (SMEs). Successful sector-wide uptake of LCM can potentially facilitate effective measurement and management of environmental impacts caused by this sector. The aim of this research was to identify the barriers and enablers to successful LCM uptake by New Zealand primary sector SMEs within a sector-based context. An extensive review of the literature was undertaken in the areas of change management for SMEs and supply chain management. The main factors influencing successful LCM uptake include owner/manager influence, environmental culture, resource availability, future orientation, knowledge of environmental issues, market requirements, geographical separation of production and consumption, awareness of own environmental issues and communication/information sharing. This paper forms the basis for future research and development of tools for the effective implementation of sector based approaches to LCM in the primary industry. The results of this research include a capability maturity model and the development of a cloud based platform for collaboration and communication around LCM.Keywords: life cycle management (LCM); sector-based approach (SBA); sustainability; agriculture; small and medium sized enterprise (SME); supply chain management (SCM)

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“…Johnson, in its research on German SMEs (Johnson, 2015), found that the rate of awareness and implementation of the sustainability management of managers is lacking.…”

Section: A Literature Review Of Studies On the Management And Reportimentioning

confidence: 99%

“…Recent papers have thus related the level of engagement and involvement from multiple functional areas of the enterprise to the effectiveness of implementation of sustainability innovative tools (Johnson, 2015;Ditillo and Lisi, 2016).…”

Section: A Literature Review On the Internal Factors Affecting Smes' mentioning

confidence: 99%

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A Conceptual Model of Forces Driving the Introduction of a Sustainability Report in SMEs: Evidence from a Case Study

Caputo¹,

Veltri²,

Venturelli³

2017

IBR

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The paper aims to depict the forces responsible for an effective introduction of a sustainability report within SMEs. The paper's aim is addressed employing the case study methodology. In detail an Italian SME considered a best practice in introducing sustainability innovations has been selected and analyzed. The main outcome of the paper is to use the case study evidence to construct a conceptual model highlighting the forces that drive companies to introduce innovative sustainable management tools. The conceptual model emphasizes as driving forces the capability of the firm to engage with its stakeholders, together with some relevant managerial and organizational features. The adoption of sustainable management tools is the outcome of a strategic alignment of corporate and sustainable strategy, and of the organizational capability to carry on effectively social and environmental responsibility (SER) activities based on the firm's SER critical dimensions.

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Sustainability Management and Small and Medium‐Sized Enterprises: Managers' Awareness and Implementation of Innovative Tools

Cited by 182 publications

References 86 publications

Corporate Social Responsibility: Its Effect on SMEs

Corporate Social Responsibility: Its Effect on SMEs

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

A Conceptual Model of Forces Driving the Introduction of a Sustainability Report in SMEs: Evidence from a Case Study

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