Conceptualising how SMEs incorporate green content in their websites

Abstract

This paper presents a framework on how Small and Medium Enterprises (SMEs) can proactively incorporate content relating to their ecological responsibility (or green) activities in their websites. SME studies offer limited guidance on, and conceptualisation of, how organisations can incorporate different types of content into their website designs. This paper addresses this problem by presenting the results of an exploratory, qualitative content analysis of Australian SME websites where emergent themes are interpreted using framing and legitimacy theories. The themes are grouped under three dimensions (location, presentation, and specificity) to form a theoretically-informed framework. The paper outlines how scholars can use the framework to develop models and carry out evaluations regarding how SMEs embed green content, and potentially other specific content types, in their websites. It also summarises how the framework can assist SMEs (or website developers serving them) make informed decisions regarding framing their websites as green, or de-emphasising this content, by paying attention to its location (e.g. homepage, navigation bars) and presentation (e.g. how paragraphs, images, etc are used) within webpages. The legitimacy or credibility of the green content can be enhanced using different types of specificity (e.g. statistics, detail of processes and actions, and third-party substantiation).

Revealing the moderating impact of spatial context on the relationship between intellectual capital efficiency and the sustained success of family SMEs

“…The unique culture of family businesses contributes to better integration and efficient utilization of structural capital (Grimaldi et al, 2016). In addition, SMFFs often optimize their relational capital by collaborating with stakeholders, enhancing profitability and financial sustainability (Binz et al, 2013;Parker et al, 2014;Zellweger et al, 2012). Collaborative relationships provide access to resources, skills, and international contexts, crucial for the growth and survival of SMFFs (Habbershon et al, 2003;Hoffmann & Schlosser, 2001).…”

“…This phenomenon has been attributed in the literature to their ability to manage relationships with employees, develop unique abilities and skills related to their long-term objectives (Human Capital) (see, among others, Basco, 2015;Cabrea-Suárez et al, 2001;Danes et al, 2009;Salvato & Melin, 2008;Sirmon & Hitt, 2003), optimize internal processes, and achieve higher productivity levels (Structural Capital) (Ceja-Barba, 2014;Pearson et al, 2014;Williams & Schubert, 2011). Additionally, SMFFs demonstrate a remarkable proficiency in establishing and sustaining long-lasting connections with their stakeholders, exemplifying their strength in the realm of Relational Capital (see, among others, Binz et al, 2013;Parker et al, 2014;Zellweger et al, 2012).…”

Understanding the Impact of Sustainability and CSR Information in D2C Online Shops on Consumer Attitudes and Behavior – A Literature Review

“…that have been used in our literature sample to explain the role of S/CSR information in forming consumer behavior include contingency theory [48], legitimacy theory [41,49,50], focus theory [51], framing theory [50], the SOR model [52], stakeholder theory [53], the theory of conspicuous consumption [54] and the theory of ethical egoism [53]. Unfortunately, discussing all of them in detail is beyond the scope of this review.…”

Theorizing E-Commerce Business Models: On the Impact of Partially and Fully Supported Transaction Phases on Customer Satisfaction and Loyalty

“…The design of a company's distribution channels is a strategic company decision because it impacts on the organization's business model and any changes to the channel design alter customer target groups and propositions of shopping value, entailing a redesign of the value chain. As framing theory suggests, location and presentation of content can determine the specific focus of a website (Parker et al 2014), hence particular features of e-commerce business models can be emphasised this way. E-commerce business models are, however, influenced by decisions not only regarding the provision of different channels but also regarding whether they are run separately or are integrated (Cao 2014).…”