Does COVID-19 Change CSR? A Family Business Perspective

Abstract

The purpose of this study was to analyze the #Damos La Cara (“Let’s show our face”) initiative, which is an initiative promoted by the Instituto de la Empresa Familiar, the most representative organization of family businesses in Spain. This analysis allowed us to characterize the Spanish family business and to analyze their reactions and interventions in the face of the crisis posed by COVID-19 from the perspective of CSR. The methodology used consisted of a content analysis, viewing 127 videos wherein family members presented their companies and the activities carried out to improve their relations with their employees and their environment. The conclusions reached allowed us to affirm that they were mostly second- and third-generation companies from the manufacturing sector; the most repeated actions were social commitment to their workers (internal) and the donation of medical materials (corporate). To the best of our knowledge, this was the first time that an analysis of these characteristics had been carried out in the field of family businesses. This analysis showed the intense philanthropic activity carried out by Spanish family businesses, not only in emergencies but also as a regular activity and as a consequence of their values and long-term vision.

Prácticas sociales de RSE en empresas familiares. ¿Contribuyen a la sostenibilidad empresarial y los ODS 3, 4, 5 y 8? Una revisión sistemática de la literatura

“…Además, se revela que las empresas dirigidas por la segunda y tercera generación realizan actividades especialmente para los empleados (Rivo et al, 2021), señalan la importancia de documentar claramente las actividades de RSE y su relación con objetivos y resultados internos y externos (Halme et al, 2020;Hernández y Rung, 2017;Kallmuenzer et al, 2018;Kang et al, 2015;López et al, 2018;Parra et al, 2021).…”

“…Respecto a los factores organizacionales y prácticas estratégicas, la evidencia apunta a que, a pesar de que las empresas familiares generan prácticas sociales de RSE, los conceptos, lineamientos y gestión son confusos y no se toman como parte de la estrategia organizacional en el largo plazo (Barchiesi y Colladon, 2021;Discua, 2020;Kavadis y Thomsen, 2023;Ramos et al, 2021). Debido a que existe una confusión en la práctica y gestión de la RSE, no se identifican resultados en otras áreas y no hay claridad sobre efectos asociados a la sostenibilidad en el tiempo, a pesar de que haya interés al respecto, y esto se atribuye a sus particularidades (Combs et al, 2023;Oware y Botchway 2023, Rivo et al, 2021Pinheiro et al, 2022;Ramos et al, 2021;Su et al, 2022;Chakrabarti, 2023;Mariani et al, 2021, Smith et al, 2022.…”