Corporate culture in small and medium enterprises: Application of corporate social responsibility theory

Abstract

The small and medium enterprises play a major role in creating jobs and therefore minimize the unemployment rate to attain corporate sustainable development. Its attention on corporate social responsibility is in doubt about their corporate culture including corporate image and motivation of employees. The purpose of this study is to identify the impact of corporate social responsibility in small and medium enterprises image and employees motivation in terms of environmental and social practices dimension. A quantitative sampling method of 34 small and medium enterprises in the global south was used. The result of this research shows that the variables of environmental dimensions have a significant impact on image and motivation than the variables of social dimensions such as human resources management and community practices. The study indicates that having corporate social responsibility in terms of environmental practices is the main factor in the effective business image and employees motivation.

COVID-19’s fear-uncertainty effect on green supply chain management and sustainability performances: the moderate effect of corporate social responsibility

“…CSR is the entrance gate for companies to combine business with ethics and is necessary to extend its focus beyond its profit line (Sharma 2019). For more than 50 years now, CSR has been an essential instrument for measuring and reporting a company's impact on the environment and providing social accountability to stakeholders and the public audience (Getele et al 2020). According to Jian et al (2020) and Channa et al (2021), CSR activities encourage organizations to implement GSCM, focusing on environmental concerns and considering multiple investors' social and environmental needs.…”

Organizational ambidexterity, green entrepreneurial orientation, and environmental performance in SMEs context: Examining the moderating role of perceived CSR

“…In a high CSR environment, firms would tend to seek new ways and products that are sustainable and less harmful to consumers, society, and the environment by using processes that ensure employees' occupational health and safety. On the other hand, if CSR is low, firm members would not come out of their safety zones and would remain more self‐oriented, which would be likely to reduce their orientation toward the development of others (Getele et al, 2020). Likewise, CSR also prompts learning through knowledge‐sharing, where internal knowledge facilitates incremental innovation, while external knowledge helps firms to make radical innovations (Brunswicker & Vanhaverbeke, 2015).…”

Modelo de gestión humana desde la responsabilidad social interna en medianas y grandes empresas de Ibagué

“…For Jaramillo (2011), factors associated with induction or socialization, training, development, and promotion of higher education and career plans are essential from an ISR perspective (Kusse et al, 2020). Some companies fail to pay due attention to these as they "do not allow the time, budget or support so that employees can improve their skillset and thus achieve greater personal, professional and work development " (p. 193).…”

“…The study by Obrad and Gherhes (2018) on the implementation of socially responsible human talent management practices in multinational companies in Romania offers evidence of significant concern for providing good working conditions and training (Kusse et al, 2020;Lechuga et al, 2018), health (Lopez, 2021, safety, professional development opportunities (Lopez, 2021), fairness, efficient and transparent communication, employee promotions in the company hierarchy (Lopez, 2021), promotion of women to leadership positions and employee ethnic, cultural and social diversity. On the other hand, regarding people with a disability, Kin (2019) evidenced that companies play an irreplaceable role in improving their employability through "workplace adaptations, business-oriented environments, a supportive attitude, and work requirements" (p. 6).…”

“…Human resource management has become a fundamental management role (García, 2016) since human talent management must be aligned with corporate objectives and be an input towards their fulfillment. Such a task requires adopting a comprehensive and inclusive strategic direction to drive the actions and aspirations of employees within the organization (Jaramillo, 2011;Kusse et al, 2020;Lechuga et al, 2018). A construct that has also gained strength within organizations given such a context is Corporate Social Responsibility (CSR), understood as the response organizations give to the environment from which they draw the resources to perform their activities.…”