<p>Corporate social responsibility (CSR) in the context of small and medium enterprises (SMEs) has become an important and substantial area of study for quite a few years. In this literature, while so much research has shed light on what makes SMEs integrate CSR into their business strategy, the existing results regarding their economic, social, and environmental motives are contradictory. In this article, we aim at making a contribution by conducting an integrative study. More specifically, we compare the roles of economic, social, and environmental motives in driving SMEs to make CSR become an integral part of their strategic planning and routine operational performance. Our sample includes 155 French SMEs.</p>

PurposeThe purpose of this paper is to analyze the different classifications of existing reference documents related to corporate social responsibility (CSR) and to propose a complementary approach of this subject in regard to ISO26000.Design/methodology/approachThe publication of ISO 26000 in November 2010, an International Standard providing guidelines for CSR, seems to have modified the landscape of reference documents by bringing up the issue of legitimacy in the overview of the standards. The paper analyzes four different classifications of existing reference documents related to CSR in order to understand their approach.FindingsThe issue of the purpose and legitimacy of tools evoked by ISO 26000 experts enables this paper to propose a complementary approach to existing classifications, by positioning the main tools related to CSR in relation to each other.Originality/valueThis article presents a comparison of existing classification of CSR standards in regard to ISO26000.

Despite the huge amount of work written about environmental practices of SMEs

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À travers une étude de cas de la société Uber, acteur de l’économie collaborative du secteur du transport, et s’appuyant sur la théorie néo-institutionnelle, ce travail de recherche propose d’étudier la question de la légitimité des business models disruptifs. Il montre que l’institutionnalisation d’un nouveau secteur d’activité passe par des processus politiques ne relevant pas nécessairement de tentatives d’approbation ou de conformation au champ institutionnel existant. L’opposition apparaît comme une forme de stratégie de légitimation adéquate dans l’environnement particulier du numérique. Des recommandations sont formulées à destination des entreprises en présence pour répondre à l’arrivée d’un business model disruptif.