Corporate Social Responsibility and Stakeholder Relations – The Perspective of German Small and Medium-Sized Enterprises

Klein, Simone; Vorbohle, Kristin

doi:10.1007/978-90-481-9331-8_12

Cited by 11 publications

(13 citation statements)

References 18 publications

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“…CSR Management (Avram and Kühne ; Davies and Crane ; Fitzgerald et al. ; Gelbmann ; Jenkins ; Klein and Vorbohle ; Nielsen and Thomsen ; Perrini ; Perrini and Minoja ; Roberts, Lawson, and Nicholls ; Russo and Tencati ; Ryan, O'Malley, and O'Dwyer ; Spence and Lozano ; Spence, Schmidpeter, and Habisch ; Sweeney ; Tencati, Perrini, and Pogutz ; Thompson and Smith ; von Weltzien Høivik and Shankar ; Williamson, Lynch‐Wood, and Ramsay )…”

Section: Overview Of Tools and Reasons For Sme Implementationmentioning

confidence: 99%

Two Decades of Sustainability Management Tools for SMEs: How Far Have We Come?

Johnson¹,

Schaltegger²

2015

Journal of Small Business Management

272

225

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Many scholars have emphasized the importance of sustainability management in small and medium‐sized enterprises (SMEs). Although various publications discuss different approaches and potential barriers of implementation, a review of the existing research on sustainability management tools for SMEs is nonetheless missing. Based on a systematic review of the academic literature, this paper discusses reasons why SMEs should implement sustainability management tools. A further analysis reveals that most such tools are perceived to have little to no implementation in SMEs. The main implementation barriers and facilitating criteria are discussed. In addition, implications for future research, SME management, and public policy are drawn.

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Section: Overview Of Tools and Reasons For Sme Implementationmentioning

confidence: 99%

Two Decades of Sustainability Management Tools for SMEs: How Far Have We Come?

Johnson¹,

Schaltegger²

2015

Journal of Small Business Management

272

225

View full text Add to dashboard Cite

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“…However, according to Klein and Vorbohle [31], the version of CSP performed by some SMEs is non-strategic (i.e., CSP activities are unrelated to profit-motivated decisions). They suggest that the SMEs' local community focus defines their CSP as an action of "giving back something to society", which infers that the CSR is an ethical practice rather than a strategic decision.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Since their low visibility from the media reduces the effects of their CSR investments [22], SMEs' have a different approach to the stakeholders in terms of CSR [29] (p. 14). For SMEs, the personal ethics and morals of the owner-manager have more of an influence on their CSR decisions [14], which means that they may be less strategic [30,31]. Because a less strategic approach implies a less efficient alignment between behaviors and target outcomes (e.g., corporate financial success), we expect that the CSP-CFP relationships of SMEs will be less strong than those of large corporations.…”

Section: Introductionmentioning

confidence: 99%

Small and Medium Enterprises and the Relation between Social Performance and Financial Performance: Empirical Evidence from Korea

2018

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Most studies on the relationship between corporate social performance (CSP) and corporate financial performance (CFP) have focused on large enterprises and archival tests for SMEs have been relatively few. There is a need for SME studies that are comparable to the research on large enterprises. In this study, we tested the CSP-CFP relationship of SMEs in Korea using a massive archival database. Although common theories on corporate social responsibility (CSR) in SMEs describe SMEs as non-strategic performers, we found a strong positive relationship between CSP-CFP for the larger or hi-tech SMEs. Therefore, some SMEs are similar to multinational companies in that they approach CSR effectively. This study makes a contribution to the literature on both CSR and SMEs because it empirically demonstrates the heterogeneity of SMEs and it presents a CSR-SME study that is methodologically comparable to the research on big corporations.

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“…As noted in the previous section, SMEs' social responsibility practices are often directed towards employee well-being (see Klein and Vorbohle, 2010:218 on Germany; Mandl and Dorr, 2007 on the EU; Santos, 2010:183 on Portugal; Srinivasan, 2010:59 on India). Indeed, "the key motivation for socially responsible practices.…”

Section: Employee Relations and Employee Well-beingmentioning

confidence: 99%

′A tough line to work through′: Ethical ambiguities in a South African SME

Vivier¹

2013

Afr J Bus Ethics

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The unique contexts and experiences of SMEs have recently been taken up as a gap within business ethics scholarship. In this exploratory paper, I aim to contribute to the knowledge of ethics within SMEs through an in-depth case study comprising interviews, site visits and document analysis of a South African SME. The paper examines the SMEs' three owners' perceptions of ethics and corporate social responsibility, as well as the ethical challenges arising from their employee relations. The case illuminates the deep uncertainties and contradictions that permeate the owners' values and practices and points to ethical decision-making as a process of reflection and moral imagination.

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Corporate Social Responsibility and Stakeholder Relations – The Perspective of German Small and Medium-Sized Enterprises

Cited by 11 publications

References 18 publications

Two Decades of Sustainability Management Tools for SMEs: How Far Have We Come?

Two Decades of Sustainability Management Tools for SMEs: How Far Have We Come?

Small and Medium Enterprises and the Relation between Social Performance and Financial Performance: Empirical Evidence from Korea

′A tough line to work through′: Ethical ambiguities in a South African SME

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