When collective action drives corporate social responsibility implementation in small and medium-sized enterprises: the case of a network of French winemaking cooperatives

Meyer, Maryline; Narjoud, Sébastien; Granata, Julien

doi:10.1504/ijesb.2017.086002

Cited by 26 publications

(22 citation statements)

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“…In CSR discourse, there is often a misconception that CSR activities are only carried out by large and highly profitable businesses (Jansson et al, 2017;Meyer et al, 2017;Lucky, 2018). However, the reality is that Small and Medium Enterprises (SMEs) also have a great role to play in the global CSR landscape (Jansson et al, 2017;López-Pérez et al, 2017;Waithe, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…CSR is a channel through which businesses, including SMEs contribute to societal goals (Meyer et al, 2017;Schmidt et al, 2018;Yeo & Carter, 2018). CSR implementation is useful for businesses to mitigate the negative effects their operations may have on the environment, as businesses contribute to the depletion of the environment (Jamali et al, 2017;Doshmanli et al, 2018;Melissen et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Corporate Social Responsibility (CSR) by small and medium enterprises (SMEs): a systematic review

Bikefe¹,

Zubairu

Araga

et al. 2020

SBIR

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This study aims to systematically review the key characteristics and issues in Corporate Social Responsibility among Small and Medium Enterprises (CSRS) research. The Systematic Assessment Quantitative Technique (SQAT) developed by Australian researchers, Catherine Pickering and Jason Antony Byrne, was used to identify and analyse 62 peer-reviewed CSRS articles from six high quality academic databases. Most of the studies took place in Europe and Asia while South America has been largely ignored. A significant number of CSRS research were empirical in nature, meaning that there is a need for more conceptual studies to aid the understanding of new CSRS norms and underlying factors. Additionally, CSRS articles focused mainly on identifying the various ways SMEs are implementing CSR. Finally, most CSRS articles adopted a single research method, with survey being the most dominant method. There is a need for future studies to combine a variety of methods so as to gain additional insight into CSRS related issues

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility (CSR) by small and medium enterprises (SMEs): a systematic review

Bikefe¹,

Zubairu

Araga

et al. 2020

SBIR

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“…Meyer et al [185]; Iatridis et al [186]; Panwar et al [187]; Pedrini et al [188]; Bevan and Yung [189]; Chiloane-Tsoka and Rasivetshele [190]; Baumann-Pauly et al [191]; Karhunen and Kosonen [192]; Klerkx et al [193]; Baskaran et al [194]; Von Weltzien Hoivik and Shankar [195], among others.…”

Section: Line Of Research/authorsmentioning

confidence: 99%

Corporate Social Responsibility and Performance in SMEs: Scientific Coverage

et al. 2020

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The objective of this research is to analyze the scientific production indexed in the international Scopus database on the subject of "corporate social responsibility and corporate social performance" in small and medium-sized enterprises. In the literature, it is currently possible to observe how large corporations undertake social responsibility actions as a usual practice. However, in the case of small and medium-sized enterprises, the reality is different due to their high heterogeneity.To fulfil the proposed objective, a bibliometric analysis is carried out, identifying 277 articles on the subject. It is observed that scientific production is concentrated in a period of 18 years (2000)(2001)(2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018), the majority being qualitative studies.

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“…In the context of SMEs, managers are the ones who determine, in a personal way, the values, policies and daily practices in the business and the practices of CSR (Spence et al, 2000;Murillo and Lozano, 2006;Vives, 2006;Hammann et al, 2009;Herrera et al 2013;Nejati and Amran, 2012;Del Baldo, 2015). It is found that the personal values of the owner-managers and close relationships with the stakeholders, according to extrinsic motivations, allow benefits and competitive advantages, (Hammann et al, 2009;Tantalo et al, 2012;Herrera et al, 2016b;Martínez-Martínez et al, 2017;Dubruc et al, 2017;Meyer et al, 2017).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Regarding strategic management, it is the owner-manager who leads and directs-with its values, personal and relational attributes-the CSR policies with its stakeholders (Jenkins, 2006;Jamali et al, 2009;Herrera et al, 2013;Nejati and Amran, 2012;Del Baldo, 2015;Meyer et al, 2017). On the other hand, further research on the performance of CSR in companies from emerging countries, including Latin American and Perú, is considered important, due to its own relationship with its stakeholders and institutional influences, which are different from European countries (Luken and Stares, 2005;Jamali et al, 2009;Nejati and Amran, 2012;Pastrana and Sriramesh, 2014;Hernández, 2016;Dubruc et al, 2017;Tran and Jeppesen, 2016;Fortune et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility performance and sustainability reporting in SMEs: an analysis of owner-managers' perceptions

Abadía

Pajares

2018

IJSE

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Public and private organisations promote corporate social responsibility (CSR) practices in small and medium enterprises (SMEs) to achieve competitive advantages in their relationship with stakeholders. Different studies indicate that SMEs have found benefits in their CSR performance. The aim of the present study is contributing to the knowledge of the perception and motivation of SME managers on the performance of CSR, considering the stakeholder theory, through a qualitative case study in two different economic environments and institutional influences: Spanish and Peruvian. It is found that the values of the owners and managers direct the policies of CSR. In some cases, the demands of employees and consumers are satisfied to obtain benefits; however, in other cases, those demands are satisfied with a non-instrumental approach.

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When collective action drives corporate social responsibility implementation in small and medium-sized enterprises: the case of a network of French winemaking cooperatives

Cited by 26 publications

References 0 publications

Corporate Social Responsibility (CSR) by small and medium enterprises (SMEs): a systematic review

Corporate Social Responsibility (CSR) by small and medium enterprises (SMEs): a systematic review

Corporate Social Responsibility and Performance in SMEs: Scientific Coverage

Corporate social responsibility performance and sustainability reporting in SMEs: an analysis of owner-managers' perceptions

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