Our Common Purpose: Understanding the Relationship between Small and Medium Enterprises and their Stakeholders within Sustainability-oriented Innovation

Collins, Hilary; Saliba, Cosette

doi:10.18848/2325-1166/cgp/v15i02/15-38

Cited by 5 publications

(4 citation statements)

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“…The time lag of about 2 years, as evidenced by some of the aforementioned authors, depends on many factors, including the size of the company (Aguilar‐Fernández & Otegi‐Olaso, 2018; Dong et al, 2017; Triguero et al, 2017), the phase of its life cycle, (Huber, 2008; Jabłoński & Jabłoński, 2016; Mieras, 2014), its degrees of R&D (Eccles & Serafeim, 2013; Johansson & Lööf, 2008), and its relationship with stakeholders (Collins & Saliba, 2019; Fernandez‐Feijoo et al, 2014; Pekovic & Rolland, 2016).…”

Section: Research Design and Methodology Approachmentioning

confidence: 99%

Can innovation affect the relationship between Environmental, Social, and Governance issues and financial performance? Empirical evidence from the STOXX200 index

Fiameni

2023

Bus Strat Env

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Innovation represents one of the most important drivers in the business context. Drawing upon the research on corporate social responsibility (CSR), shared value, and innovation, this paper aims to analyze the relationship between Environmental, Social, and Governance (ESG, a form of CSR) sustainability policies and corporate financial performance (CFP) by investigating the mediating role of Innovation (i.e., investment in research and development, R&D). Our sample comprises 148 European companies belonging to the Euro Stoxx index in the period 2009–2014. For high‐innovation companies (HICs), we find positive relationships between some Social (S) issues and CFP and weaker linkages between Environmental (E) indicators and CFP. In contrast, Governance (G) issues (i.e., issues related to board structure and board function) negatively influence CFP. In contrast, for medium‐innovation companies (MICs), these relationships are absent and low‐innovation companies (LICs) show negative relationships. Adopting reporting frameworks or guidelines affects CFP only in HIC. We introduce an original interpretative model, which identifies innovation (R&D) as the main driver in corporate sustainability, particularly in light of Social issues related to the production of a good or service. In terms of managerial implications, we identify three key factors for effectively embedding ESG in organizations' policies: investment in product innovation, compliance with environmental regulations, and corporate choices on brands and channels of external communication.

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Section: Research Design and Methodology Approachmentioning

confidence: 99%

Can innovation affect the relationship between Environmental, Social, and Governance issues and financial performance? Empirical evidence from the STOXX200 index

Fiameni

2023

Bus Strat Env

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“…The stakeholder perspective and value chain model called "Creating Shared Value" (CSV) by Porter and Kramer [100] has been widely addressed in the literature by other authors. Among these, Fernández-Gámez et al who demonstrate how hotels that apply CSV achieve greater economic profitability [101]; Collins and Saliba point out that an organization alone cannot create sustainability-oriented services but rather 'requires collaboration with its stakeholders', and they add that sustainability has to be directly interrelated with the core business of the company, thus aligning it strategically [102]; and Hsiao has investigated case studies on how a particular hotel chain [103] can involve stakeholders, although in this case, this model is reduced only to "green practices". Other authors, such as Raub and Martin-Rios, provide a sustainable management model for hotel companies with a stakeholder perspective and local impact to translate them into specific initiatives [104].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Sustainable Strategic Management Model for Hotel Companies: A Multi-Stakeholder Proposal to “Walk the Talk” toward SDGs

2020

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As we reach the fifth anniversary of the Declaration of the United Nations 2030 Agenda for Sustainable Development, the tourism sector responsible for over 10% of the world’s GDP still does not have an open-source, sustainable management criteria that would enable and empower them to “walk the talk” to contribute to the Sustainable Development Goals (SDGs). The purpose of this paper is to fill the gap in the social sciences and business management literature by providing a theoretical Sustainable Strategic Management Model (SSMM) proposal for the Fourth Sector (4S), Small- and Medium-sized (SMEs) Hotel companies (4S-SM-HCs), which are committed and have the will to contribute firmly to the 2030 Agenda. Based on their corporate purpose and aligned with the SDGs, this article provides a holistic proposal with a multi-stakeholder approach, adding the SDG perspective. Through a qualitative research methodology based on two focus groups in which the main stakeholders and the management team of the 4S-SM-HC under examination took part, a theoretical SSMM is co-defined so that the hotel company can make significant contributions to the five areas of the SDGs. Basing their structure on the internationally recognized Global Sustainable Tourism Council (GSTC) Criteria and co-created through social learning, this SSMM proposes four strategic management axis and develops ten principles of ethical performance (PEP). The main contributions of this article are two: (1) to provide an ecosystemic SSMM proposal to the 4S-SM-HCs to allow them to make significant contributions to the SDGs, and (2) to facilitate a methodological framework with a multi-stakeholder approach and SDG perspective to enable them to contribute to the wellbeing of people, the community and the planet.

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“…Which also contributed to this paper in suggesting actions presented in the drivers. Prasanthi and Sundari (2016), Gupta (2017), Jones and Corral de Zubielqui (2017), Wu (2017), Collins and Saliba (2019), Fatoki (2019), andDey et al (2020) have used the sustainability-oriented innovations (SOIs) strategy, which focuses on innovations that consider product life cycle management, to propose methods accessible to SMEs in adopting sustainable practices. These previous studies, consequently, served as a basis for the development of guidelines presented in the driver of this paper concerning organizational culture in SMEs.…”

Section: Green Management and Operational Fairnessmentioning

confidence: 99%

Corporate sustainability in entrepreneurial settings: green management and operational fairness as joint drivers of venture competitiveness

Campos

Nunhes²,

Harney³

et al. 2023

JSBED

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PurposeConsidering the characteristics and barriers faced by small and medium enterprises (SMEs) and the need to be competitive in the current scenario of high demand for sustainability, this paper aims to propose drivers for developing corporate sustainability in SMEs based on the most influential theoretical and empirical studies and the authors' experience.Design/methodology/approachThe scientific method used in this study was content analysis of recent literature (2015–2021), specifically the 30 most cited articles on sustainability in SMEs from the Scopus database. This methodological approach has already been tested and validity by other scientific studies. From this content analysis, elements for the development of sustainability in SMEs were identified. Subsequently, in light of the authors' experience, these elements were grouped by affinity, giving rise to the drivers that aim to guide owners and managers of SMEs in the transition to sustainability.FindingsThe major finding of this paper is the proposition of drivers for the development of sustainability in SMEs. They were proposed considering the reality of these companies to be adequate to their resources and structure and to be simple to apply. Thus, these drivers guide the owners and managers of SMEs in actions that make them more prosperous, fair and green and, consequently, more competitive.Originality/valueThis work contributes theoretically to deepening the recent body of knowledge on sustainability in SMEs and fills the gap that indicates the need for accessible and flexible management solutions oriented to the development of sustainability in SMEs.

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Our Common Purpose: Understanding the Relationship between Small and Medium Enterprises and their Stakeholders within Sustainability-oriented Innovation

Cited by 5 publications

References 0 publications

Can innovation affect the relationship between Environmental, Social, and Governance issues and financial performance? Empirical evidence from the STOXX200 index

Can innovation affect the relationship between Environmental, Social, and Governance issues and financial performance? Empirical evidence from the STOXX200 index

Sustainable Strategic Management Model for Hotel Companies: A Multi-Stakeholder Proposal to “Walk the Talk” toward SDGs

Corporate sustainability in entrepreneurial settings: green management and operational fairness as joint drivers of venture competitiveness

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