Investigating Stakeholder Theory and Social Capital: CSR in Large Firms and SMEs

Russo, Angeloantonio; Perrini, Francesco

doi:10.1007/s10551-009-0079-z

Cited by 588 publications

(453 citation statements)

References 52 publications

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“…The specificities of SMEs can thus be considered sources of competitive advantage when managers know how to use them to establish sustainable strategies, which have positive impacts on financial, commercial, and relational aspects (e.g., Arend 2014; Russo and Perrini 2010;Torugsa et al 2012Torugsa et al , 2013. Of course, this is not the case for all SMEs in all situations (Carroll and Shabana 2010;Dixon-Fowler et al 2013;Russo and Perrini 2010).…”

Section: Smes Sd and Performancementioning

confidence: 99%

“…Of course, this is not the case for all SMEs in all situations (Carroll and Shabana 2010;Dixon-Fowler et al 2013;Russo and Perrini 2010). However, these competitive advantages serve as economic and strategic justifications that are often used to convince owner-managers that SD is ''good for business.''…”

Section: Smes Sd and Performancementioning

confidence: 99%

“…Many authors have highlighted the utmost importance of considering the industrial sector when analyzing CSR issues (e.g., Moore and Spence 2006;Spence 1999Spence , 2007. On the one hand, sustainable issues can be evaluated effectively in terms of positive and negative externalities, which differ greatly according to the nature of the activity (Russo and Perrini 2010); on the other hand, the firm's influential stakeholders and their expectations also differ (Courrent and Gundolf 2009).…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Section: Smes Sd and Performancementioning

confidence: 99%

Section: Smes Sd and Performancementioning

confidence: 99%

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

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Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…Stakeholders have been grouped into categories by various authors (Tsoi, 2010;Russo and Perrini, 2009). Mitchell et al (1997) suggested the use of the attributes of power, legitimacy, and urgency to identify the most salient stakeholders of an organisation.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Combining stakeholder power and well-being could bring a better understanding of social responsibility process and impact of the company on its business environment. This is further justified by the fact that the determination of stakeholder categories itself is recognised as being dynamic and dependent on the organisation's context (Russo and Perrini, 2009).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Privatisation, stakeholder power, and weak institutions: the case of the Democratic Republic of Congo

Nkongolo-Bakenda

Kazadi

Anderson

et al. 2016

WREMSD

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Privatisation is often suggested as means to improve efficiency of state-owned companies and to increase involvement of developing countries in globalisation. This paper examines the economic and social impact of the privatisation of large resource companies in the context of weak institutional environments. The key stakeholders involved in the process of privatisation are identified: national and international governments; private corporations; civil society; and local communities. The complexities of interplay and power relationships among them are described. The main outcome is improved production and increased government revenues. But the marginalisation of the local community during the process and the negative impact on the well-being of its members calls for changes in the process. Privatisation in response to globalisation did not improve stakeholder circumstances. Overall, this development model does not seem sustainable. Suggestions are made for its improvement for a long-term and shared prosperity.

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Examining environmental proactivity in the Spanish wine industry: The moderating role of size

Carchano,

Carrasco,

González

2023

Agribusiness

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The value of proactive environmental strategies to achieve and maintain competitive advantages in the business sphere has been widely acknowledged in recent years. However, mixed results can still be found regarding the determinants and consequences of the implementation of such practices. This study investigates the determinants of environmental proactivity in Spanish wineries, focusing on the role of company size in linking internal motivations and stakeholder pressure with proactive environmental strategy using the natural resource‐based view. So far, no research of this type has been carried out for the Spanish wine sector. A structural equation model is proposed based on partial least squares applied to a sample of 251 wine companies to evaluate both the direct relationships and the moderating effect. The study identifies internal motivations, community pressure, and regulatory pressure as determinants of proactive environmental strategy. Company characteristics play an essential role in decision‐making when dealing with environmental issues proactively. Small companies tend to be more influenced by internal motivations, while larger companies are driven to undertake environmental actions based on external pressures. Additionally, we found that managers who take a proactive approach to environmental protection can achieve financial rewards. These findings provide important implications for both policymakers and managers by offering new theoretical and empirical insight into how proactive environmental strategy affects financial performance in the case of Spain's wine companies. [EconLit Citations: O31, Q55, C30].

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Investigating Stakeholder Theory and Social Capital: CSR in Large Firms and SMEs

Abstract: corporate social responsibility (CSR), idiosyncrasies, small and medium-sized enterprises (SMEs), social capital, stakeholder theory,

Cited by 588 publications

References 52 publications

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Privatisation, stakeholder power, and weak institutions: the case of the Democratic Republic of Congo

Examining environmental proactivity in the Spanish wine industry: The moderating role of size

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