2015
DOI: 10.1007/s10551-015-2607-3
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Effective Elements to Establish an Ethical Infrastructure: An Exploratory Study of SMEs in the Madrid Region

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Cited by 46 publications
(40 citation statements)
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“…In order to promote sustainable growth, new ventures need to gain legitimacy and committed followers, and it takes time to change the ethical climate in new ventures [62]. In the long term, implicit ethical structures can increase the organizational commitment of employees, attract and retain talents, and promote employee innovation, as well as being conducive to the sustainable growth of new ventures.…”
Section: Entrepreneurial Ethics and Sustainable Growth Of New Venturementioning
confidence: 99%
“…In order to promote sustainable growth, new ventures need to gain legitimacy and committed followers, and it takes time to change the ethical climate in new ventures [62]. In the long term, implicit ethical structures can increase the organizational commitment of employees, attract and retain talents, and promote employee innovation, as well as being conducive to the sustainable growth of new ventures.…”
Section: Entrepreneurial Ethics and Sustainable Growth Of New Venturementioning
confidence: 99%
“…They found that cash constraints served as barriers to such implementation. However, while Fernández and Camacho (2015) studied SMEs, this study investigated municipality organizations. These two types of organizations are somewhat different and feature in different national contexts.…”
Section: Discussionmentioning
confidence: 99%
“…This might also apply for the ethical infrastructure. Fernández and Camacho (2015) found that cash constraints acted as barriers of implementing ethical infrastructure in small and medium enterprises (SMEs) in the Madrid region.…”
Section: Financial Resourcesmentioning
confidence: 99%
“…In general, these cooperatives are still poorly administered, and overburdened with internal issues, such as limited capitalization (Wangmo, 2015), less competitive management (Siriwan, Ramabut, Thitikalaya, & Pongwiritthon, 2013), unsupportive *Address correspondence to this author at the Department of Management, Universitas Islam Negeri Maulana Malik Ibrahim Malang, Malang, Indonesia; Tel: +62341558881; Fax: +62341558881; E-mail: salim.alaydrus@manajemen.uin-malang.ac.id organizational culture (Fernández & Camacho, 2016), and being difficult to have an access to market, information technology, and institutional support (Sinaga, 2013). External issue is mostly coming from strategic factors, such as the market share that remains untouchable, and the yet unexploited sources of economic activities (Prawirokusumo, 2001).…”
Section: Introductionmentioning
confidence: 99%