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In this study, we deal with the existing debate related to the establishment of switching barriers retaining customers in the relationship with a provider. In particular, we demonstrate that 'positive' switching barriers (relational benefits) play a greater role that the 'negative' ones (switching costs and availability and attractiveness of other providers' offers) in determining customer satisfaction and retention. On the other hand, we include customers' need for variety in the proposed model, in order to demonstrate that a higher level of this psychological trait will lead to a lower perception of the existence of switching barriers. The hypotheses proposed have been tested for a services context on a sample of 800 individuals, using the technique 'Partial Least Squares' (PLS). Our findings lead to some interesting managerial implications.

Society is demanding more sustainable and socially responsible business models. Therefore, the concept of sustainability has become a cornerstone to help understand the success of many firms in the current competitive context. However, the context of SMEs has received little attention thus far. In order to solve this gap this article analyses the links between sustainability practices and business outcomes—both financial and non-financial (i.e., image and reputation)—for small and medium-size enterprises (SMEs). In addition, the study strives to analyze the potential differences between family firms and non-family firms. To this end, a quantitative study is carried out using PLS techniques to analyze a sample of SME owners and managers with a view to testing the proposed model based on the Stewardship Theory and Socioemotional Wealth Theory. In this sense, our study is pioneering in that it aims to assess—from a quantitative viewpoint—the moderator role of family firms on a series of relevant sustainability-driven outcomes. The data suggest that, in SME contexts, sustainability influences the corporate reputation, brand image, and financial value of the company. Importantly, we find that the profile (family vs. non-family) of the firm moderates the links between sustainability and business outcomes. Hence, our findings have important implications for sustainability implementation in SME contexts. Finally, we provide a series of guidelines aimed at maximizing the effectiveness of sustainability-based business practices.

Purpose -This paper is focused on corporate social responsibility (CSR) in the context of small to medium-sized enterprises (SMEs). Its main interest consists of establishing a framework for clarifying the drivers of CSR activities in such a context. This paper also aims to analyse how CSR influences SMEs' image and positioning. Design/methodology/approach -The general conceptual framework proposed by the literature is complemented with empirical research based on a longitudinal multi-case study (inter and intra-industry).Findings -The research proposes that the owner/managers' values, market pressures and laws are key drivers for CSR in the SMEs context. Managers expect positive outcomes when CSR is implemented. However, the data suggest that while proactive and consistent SMEs may build up a good image and strong positioning, reactive and opportunistic firms may be penalised by stakeholders (e.g. customers). Practical implications -CSR activities, when adequately managed, contribute for a better SME image and market positioning. Originality/value -The ideas presented in this paper may help in achieving better management of resources in SMEs.