Sustainability report in small enterprises: case studies in Italian furniture companies

Borga, Francesca; Citterio, Annalisa; Noci, Giuliano; Pizzurno, Emanuele

doi:10.1002/bse.561

Cited by 126 publications

(118 citation statements)

References 34 publications

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“…Therefore, such practices may lead to the creation of distinctive value in terms of products and services that better satisfy the needs of consumers or the supply chain (Borga et al 2009). Creating value for both the firm and some of its stakeholders then becomes the primary question (Spence et al 2011).…”

Section: Sustainable Practices 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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Section: Sustainable Practices and Performancementioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…Other articles focused on case studies in Italy (Borga et al, 2009;Del Baldo, 2012), but no study investigated the approach towards SER of a champion Italian SME with the aim to build a model based on the literature and the case study evidence.…”

Section: The Gts Group: An Overviewmentioning

confidence: 99%

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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“…The advantage that SMEs have over large firms is that while large firms do indeed have the advantage of access to resources, SMEs have the advantage of flexibility and adaptability. Behavourially, SMEs can be more agile and responsive to information shifts that are seen as advantageous and/or necessary to maintain their competitiveness (Studer et al, 2006;Masurel, 2007;Borga et al, 2009).…”

Section: Resource Efficiency As Innovationmentioning

confidence: 99%

Knowledge Transfer for Sustainable Innovation: A Model for Academic-Industry Interaction to Improve Resource Efficiency within SME Manufacturers

Adams

Comber²

2013

JIMSME

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Environmental threats associated with demographic and technological trends have resulted in calls for transition to a global economy that operates within the carrying capacity of the natural environment. Because of their centrality to economic activity, this transition must include small and medium-sized enterprises (SMEs). At the same time, because of their role as knowledge holders on both sustainability and business, higher education institutions (HEIs) can play a more active role in supporting SMEs to address this transition through the provision of timely and appropriate information. Dalhousie University's Eco-Efficiency Centre (EEC) works with SMEs to support them to identify opportunities to pursue sustainability through improved resource (material and energy) efficiency. To date, much of the support for improved resource efficiency within business has focused large corporations; it has not addressed the particular characteristics of SMEs. Supporting that transition needs a different approach, one that understands SMEs' learning dynamics; i.e. their drivers and motivators to apply new knowledge as part of their internal strategies. This paper will discuss one approach taken that focused specifically on developing the absorptive capacity of SMEs to incorporate innovationwhere in this case 'innovation' reflects the strategies for improved resource efficiency. By investigating the relationships and impacts of the EECs involvement with 70 SME manufacturers through their Eco-Efficiency Program for Manufacturers this paper looks at the development of a localized 'knowledge creation and transfer system'. By acting as an interlocutor within this system, they successfully promoted the transfer and integration of resource efficiency knowledge within the sector.

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Sustainability report in small enterprises: case studies in Italian furniture companies

Cited by 126 publications

References 34 publications

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

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

Knowledge Transfer for Sustainable Innovation: A Model for Academic-Industry Interaction to Improve Resource Efficiency within SME Manufacturers

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