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  1. Organizing Corporate Social Responsibility in Small and Large Firms: Size Matters. [REVIEW]Dorothée Baumann-Pauly, Christopher Wickert, Laura J. Spence & Andreas Georg Scherer - 2013 - Journal of Business Ethics 115 (4):693-705.
    Based on the findings of a qualitative empirical study of corporate social responsibility (CSR) in Swiss MNCs and SMEs, we suggest that smaller firms are not necessarily less advanced in organizing CSR than large firms. Results according to theoretically derived assessment frameworks illustrate the actual implementation status of CSR in organizational practices. We propose that small firms possess several organizational characteristics that are favorable for promoting the internal implementation of CSR-related practices in core business functions, but constrain external communication and (...)
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  • Can an Sme Become a Global Corporate Citizen? Evidence From a Case Study.Heidi Weltzien Hoivivonk & Domènec Melé - 2009 - Journal of Business Ethics 88 (S3):551-563.
    Global Corporate Citizenship (GCC) continues to become increasingly popular in large corporations. However, this concept has rarely been considered in small and medium size enterprises (SMEs). A case study of a Norwegian clothing company illustrates how GCC can be also applied to small companies. This case study also shows that SMEs can be very innovative in exercising corporate citizenship, without necessarily following the patterns of large multinational companies. The company studied engages as partner in some voluntary labor initiatives promoted by (...)
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  • Fostering Responsible Communities: A Community Social Marketing Approach to Sustainable Living. [REVIEW]Marylyn Carrigan, Caroline Moraes & Sheena Leek - 2011 - Journal of Business Ethics 100 (3):515 - 534.
    Just as socially irresponsible organizational behavior leaves a punitive legacy on society, socially responsible organizations can foster curative change. This article examines whether small organizations can foster societal change toward more sustainable modes of living. We contend that consumption is deeply intertwined with social relations and norms, thus making individual behavioral change toward sustainability a matter of facilitating change in individual behavior, as well as in social norms and relations between organizations and consumers. We argue that it is in this (...)
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  • Corporate Social Responsibility for SMEs: A Proposed Hypothesised Model.Peter Turyakira, Elmarie Venter & Elroy Smith - 2012 - African Journal of Business Ethics 6 (2):106.
    In a competitive, globalised world, corporate social responsibility (CSR) is proposed as a strategy to invigorate the competitiveness of small- and medium-sized enterprises (SMEs). The primary objective of this paper is to identify CSR factors that influence the competitiveness of SMEs and to develop a hypothesised model that can be tested on SMEs. Although SMEs in Uganda are increasingly becoming the backbone of the economy, their rate of survival and competitiveness are a cause for concern. The outcomes of CSR activities (...)
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  • A ‘Business Opportunity’ Model of Corporate Social Responsibility for Small‐ and Medium‐Sized Enterprises.Heledd Jenkins - 2009 - Business Ethics 18 (1):21-36.
    In their book ‘Corporate Social Opportunity’, Grayson and Hodges maintain that ‘the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non‐traditional areas such as those increasingly found within the corporate social responsibility agenda’. Such opportunities are described as ‘commercially viable activities which also advance environmental and social sustainability’. There are three dimensions to corporate social opportunity – innovation in products and services, serving unserved markets and building new business models. While small‐ (...)
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  • Social and Environmental Performance at SMEs: Considering Motivations, Capabilities, and Instrumentalism. [REVIEW]Richard J. Arend - 2014 - Journal of Business Ethics 125 (4):1-21.
    Our analysis of recent survey data of US small- and medium-sized enterprises explores the question of how these entrepreneurial ventures can do well by doing good—i.e., how they can build a competitive advantage with their social and environmental practices. We focus on several firm characteristics and choices involving motivations and capabilities. We use hierarchical OLS to analyze the survey data to find that an orientation to, commitments to, and dynamic flexibility in, the firm’s CSR and green policies are significant factors (...)
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  • How Do European SME Owner—Managers Make Sense of 'Stakeholder Management'?: Insights From a Cross-National Study.Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39 - 51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner—managers' perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  • Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
    The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general (...)
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  • Wantoks and Kastom: Solomon Islands and Melanesia.Gordon Nanau - 2018 - In Alena Ledeneva (ed.), The Global Encyclopaedia of Informality. London, U.K.: UCL Press. pp. 244-248.
    The wantok system in the Solomon Islands and the Melanesian countries more broadly, strongly links to the practices of group identity and belonging, reciprocity, and caring for one’s relatives. It is a term used to express patterns of relationships that link people in families, tribes, islands, provinces, nationality and even more superficially at greater Melanesian sub-regional aggregates. Various aspects of the wantok system are called different names by distinct language groups in Papua New Guinea, Solomon Islands and Vanuatu. Nevertheless, the (...)
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  • A ‘Business Opportunity’ Model of Corporate Social Responsibility for Small- and Medium-Sized Enterprises.Heledd Jenkins - 2009 - Business Ethics: A European Review 18 (1):21-36.
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  • Proximity and Micro-Enterprise Manager’s Ethics: A French Empirical Study of Responsible Business Attitudes. [REVIEW]Jean-Marie Courrent & Katherine Gundolf - 2009 - Journal of Business Ethics 88 (4):749 - 762.
    This research article analyses the influence of micro-enterprise (ME) managers’ perception of their relationship to their environment on the nature of their ethics. We carried out a survey with the head managers of 125 French MEs, providing a large set of primary data. Two types of variables were defined: (1) variables related to the nature and intensity of the relationships between ME managers and their social environment, and (2) variables related to the ethical framework that the managers used. The results (...)
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  • Investigating Stakeholder Theory and Social Capital: CSR in Large Firms and SMEs.Angeloantonio Russo & Francesco Perrini - 2010 - Journal of Business Ethics 91 (2):207-221.
    The concept of corporate social responsibility (CSR) has been widely investigated, but a generally accepted theoretical framework does not yet exist. This paper argues that the idiosyncrasies of large firms and SMEs explains the different approaches to CSR, and that the notion of social capital is a more useful way of understanding the CSR approach of SMEs, whereas stakeholder theory more closely addresses the CSR approach of large firms. Based on the extant literature, we present a comparison of large firm (...)
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  • Reflective Judgement: Understanding Entrepreneurship as Ethical Practice.Jean Clarke & Robin Holt - 2010 - Journal of Business Ethics 94 (3):317 - 331.
    Recently, the ethical rather than just the economic resonance of entrepreneurship has attracted attention with researchers highlighting entrepreneurship and ethics as interwoven processes of value creation and management. Recognising that traditional normative perspectives on ethics are limited in application in entrepreneurial contexts, this stream of research has theorised entrepreneurship and ethics as the pragmatic production of useful effects through the alignment of public—private values. In this article, we critique this view and use Kant's concept of reflective judgement as discussed in (...)
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  • SMEs and the Fallacy of Formalising CSR.Yves Fassin - 2008 - Business Ethics 17 (4):364-378.
    There exists increasing pressure for small and medium-sized enterprises (SMEs) to engage in corporate social responsibility (CSR) practices, including social reporting. Curiously in this promotional programme of CSR reporting, the only group whose ideas are not sought in this debate are the SME leaders themselves. The present ethnographic field analysis, based on discussions within entrepreneurs' circles, tends to suggest that the argument for expanding formalisation of CSR to SMEs rests upon several fallacies. It implicitly assumes that an apparent solution for (...)
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  • Implementing Responsible Business Behavior From a Strategic Management Perspective: Developing a Framework for Austrian SMEs.Daniela Ortiz Avram & Sven Kühne - 2008 - Journal of Business Ethics 82 (2):463-475.
    This paper contributes to a growing body of literature analyzing the social responsibilities of SMEs (Sarbutts, 2003, Journal of Communication Management 7(4), 340-347; Castka et al., 2004, Corporate Social Responsibility and Environmental Management 11, 140-149; Enderle, 2004, Business Ethics: A European Review 14(1), 51-63; Fuller and Tian, 2006, Journal of Business Ethics 67, 287-304; Jenkins, 2006, Journal of Business Ethics 67, 241-256; Lepoutre and Heene, 2006, Journal of Business Ethics 67, 257-273; Roberts, 2003, Journal of Business Ethics 44(2), 159-170; Williamson (...)
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  • Applying Asset-Based Community Development as a Strategy for CSR: A Canadian Perspective on a Win–Win for Stakeholders and SMEs.Kyla Fisher, Jessica Geenen, Marie Jurcevic, Katya McClintock & Glynn Davis - 2009 - Business Ethics 18 (1):66-82.
    In the December 2006 edition of Harvard Business Review , Michael Porter and Mark Kramer argue that by approaching corporate social responsibility (CSR) based on corporate priorities, strengths and abilities, firms can develop socially and fiscally responsible solutions to current CSR issues, which will provide operational and competitive advantages. We agree that an effective approach to CSR includes a mapping of strategy, risk and opportunity. However, we also caution that the identification of these to the exclusion of societal input may (...)
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  • 'Giving Something Back': A Study of Corporate Social Responsibility in UK South Asian Small Enterprises.Ian Worthington, Monder Ram & Trevor Jones - 2006 - Business Ethics 15 (1):95–108.
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  • Small Business Champions for Corporate Social Responsibility.Heledd Jenkins - 2006 - Journal of Business Ethics 67 (3):241-256.
    While Corporate Social Responsibility (CSR) has traditionally been the domain of the corporate sector, recognition of the growing significance of the Small and Medium Sized Enterprise (SME) sector has led to an emphasis on their social and environmental impact, illustrated by an increasing number of initiatives aimed at engaging SMEs in the CSR agenda. CSR has been well researched in large companies, but SMEs have received less attention in this area. This paper presents the findings from a U.K. wide study (...)
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  • Deconstructing the Relationship Between Corporate Social and Financial Performance.Francesco Perrini, Angeloantonio Russo, Antonio Tencati & Clodia Vurro - 2011 - Journal of Business Ethics 102 (S1):59-76.
    For four decades, research on the role and responsibilities of business in society has centered on the business case for corporate social responsibility (CSR) and an increasing number of studies on the corporate social performance (CSP)—corporate financial performance (CFP) link emerged leading to controversial results. Heeding the call for a deeper understanding of the mechanisms linking certain CSR efforts to certain performance outcomes, this study provides a stakeholder-based organizing framework rooted in an extensive review of existing literature on the link (...)
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  • Strategic Corporate Social Responsibility and Orphan Drug Development: Insights From the US and the EU Biopharmaceutical Industry. [REVIEW]Olga Bruyaka, Hanko K. Zeitzmann, Isabelle Chalamon, Richard E. Wokutch & Pooja Thakur - 2013 - Journal of Business Ethics 117 (1):45-65.
    In recent years, the biopharmaceutical industry has seen an increase in the development of so-called orphan drugs for the treatment of rare and neglected diseases. This increase has been spurred on by legislation in the United States, Europe, and elsewhere designed to promote orphan drug development. In this article, we examine the drivers of corporate social responsibility (CSR) activities in orphan drug markets and the extent to which biopharmaceutical firms engage in these activities with a strategic orientation. The unique context (...)
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  • Corporate Social Responsibility in Small-and Medium-Size Enterprises: Investigating Employee Engagement in Fair Trade Companies.Iain A. Davies & Andrew Crane - 2010 - Business Ethics 19 (2):126-139.
    Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi-structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within (...)
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  • Why and How Does Social Responsibility Differ Among SMEs? A Social Capital Systemic Approach.Cristina Aragón, Lorea Narvaiza & Maite Altuna - 2016 - Journal of Business Ethics 138 (2):365-384.
    The existing analysis of heterogeneous social responsibility in small and medium enterprises has considered the effects of individual factors. However, no holistic analysis has been performed on how different factors of heterogeneity interact and how they collectively affect SR in SMEs. Here, we propose a new systemic approach—employing the social capital concept—with the aim of identifying how and why SR is built diversely in SMEs. In particular, we focus on a positive and holistic perspective that integrates the factors proposed in (...)
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  • Generating Regional-Scale Improvements in SME Corporate Responsibility Performance: Lessons From Responsibility Northwest.Sarah Roberts, Rob Lawson & Jeremy Nicholls - 2006 - Journal of Business Ethics 67 (3):275-286.
    This paper describes the research carried out into small and medium enterprises (SMEs) and corporate responsibility (CR) in the Northwest of England during Phase I of Responsibility Northwest, a partnership programme designed to significantly increase the CR of the region. By engaging with significant numbers of SMEs and SME support providers across the region, key insights were gained in three key areas: • The current attitudes to, understanding of, and management of CR issues in the SME sector.• The barriers to (...)
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  • Beyond Association: How Employees Want to Participate in Their Firms' Corporate Social Performance.David J. Hagenbuch, Steven W. Little & Doyle J. Lucas - 2015 - Business and Society Review 120 (1):83-113.
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  • Strategizing Corporate Social Responsibility: Evidence From an Italian Medium-Sized, Family-Owned Company.Francesco Perrini & Mario Minoja - 2008 - Business Ethics 17 (1):47–63.
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  • Family Business Participation in Community Social Responsibility: The Moderating Effect of Gender.Whitney O. Peake, Danielle Cooper, Margaret A. Fitzgerald & Glenn Muske - 2017 - Journal of Business Ethics 142 (2):325-343.
    Small family businesses have generally been shown to exhibit significant concern for social responsibility, especially at the community level. Despite the reported heterogeneity of family firms in their preferences for and participation in social responsibility, the drivers of such differences are not agreed upon in the literature. We draw from enlightened self-interest and social capital theories by exploring their complementary and competing implications for the effect of duration and community satisfaction on participation in community-oriented social responsibility. Additionally, drawing on the (...)
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  • SMEs and CSR Theory: Evidence and Implications From an Italian Perspective.Francesco Perrini - 2006 - Journal of Business Ethics 67 (3):305-316.
    Corporate social responsibility (CSR) has acquired an unquestionably high degree of relevance for a large number of different actors. Among others, academics and practitioners are developing a wide range of knowledge and best practices to further improve socially responsible competences. Within this context, one frequent question is according to what theory should general knowledge of CSR be developed, and in particular the relationship between CSR and small and medium-size enterprises (SMEs). This paper suggests that research on large firms should be (...)
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  • The Pursuit of Empowerment Through Social Media: Structural Social Capital Dynamics in CSR-Blogging.Christian Fieseler & Matthes Fleck - 2013 - Journal of Business Ethics 118 (4):759-775.
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  • The Vulnerability and Strength Duality in Ethnic Business: A Model of Stakeholder Salience and Social Capital.Alejandra Marin, Ronald K. Mitchell & Jae Hwan Lee - 2015 - Journal of Business Ethics 130 (2):271-289.
  • Stakeholder Salience for Small Businesses: A Social Proximity Perspective.Lähdesmäki Merja, Siltaoja Marjo & J. Spence Laura - forthcoming - Journal of Business Ethics:1-13.
    This paper advances stakeholder salience theory from the viewpoint of small businesses. It is argued that the stakeholder salience process for small businesses is influenced by their local embeddedness, captured by the idea of social proximity, and characterised by multiple relationships that the owner-manager and stakeholders share beyond the business context. It is further stated that the ethics of care is a valuable ethical lens through which to understand social proximity in small businesses. The contribution of the study conceptualises how (...)
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  • How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights From a Cross-National Study. [REVIEW]Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi Weltzien Hoivik, Annick Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  • Social and Symbolic Capital and Responsible Entrepreneurship: An Empirical Investigation of SME Narratives.Ted Fuller & Yumiao Tian - 2006 - Journal of Business Ethics 67 (3):287-304.
    This paper investigates links between social capital and symbolic capital and responsible entrepreneurship in the context of small and medium enterprises (SMEs). The source of the primary data was 144 ‘Business Profiles’, written by the owner-managers of small businesses in application for a Small Business Awards competition in 2005. Included in each of these narratives were claims relating to the firms’ contributions to wider society, relationships with customers, employees and stakeholders. These narratives were coded and classified in a framework drawn (...)
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  • The Diamond Model of Authentic Green Marketing: Evidence From the Sustainable Architecture Industry.Ian D. Parkman & Alan J. Krause - 2018 - Business and Society Review 123 (1):83-118.
    While “green marketing” has emerged as powerful competitive force, many markets lack clear institutional standards or knowledgeable customers to allow firms committed to sustainable practices to differentiate themselves from opportunistic, green-washing competitors. Within these contexts we propose a firm-level lens based on authentic firm reputation as an important, yet poorly understood, competitive force. Drawing on interview data from the architectural design services context we identify the elements that firms use to communicate their own authenticity, as well as discourage green-washing behavior (...)
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  • The Relationship Between CSR and Corporate Strategy in Medium-Sized Companies: Evidence From Italy.Lucio Lamberti & Giuliano Noci - 2012 - Business Ethics 21 (4):402-416.
    The paper responds to the recent calls for further evidence on corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs). Drawing on the extant literature, the authors identify four characteristics contended by academicians as peculiarities of SMEs’ approach to CSR: the intrinsic relationship between CSR and corporate strategy motivated by the need to continuously dialogue with stakeholders; the centrality of the entrepreneur's ethos in CSR decisions; the coexistence and the cross-effect of economically instrumental and ethically motivated CSR policies; and (...)
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  • The Relevance of Stakeholder Theory and Social Capital Theory in the Context of CSR in SMEs: An Australian Perspective.Suman Sen & James Cowley - 2013 - Journal of Business Ethics 118 (2):413-427.
    The concept of business responsibility, usually termed as corporate social responsibility (CSR), originated in the early 1930s after the Wall Street crash of 1929 exposed corporate irresponsibility in large organisations. The understanding of CSR has evolved since then and its scope has now broadened from mere compliance to corporate laws to active alignment of internal business goals with externally set societal aspirations. Unfortunately, the significance of this multidimensional concept within the small and medium enterprise (SME) sector has continued to be (...)
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  • Social Capital and the Municipal Bond Market.Pei Li, Leo Tang & Bikki Jaggi - 2018 - Journal of Business Ethics 153 (2):479-501.
    We examine the influence of social capital in the municipal bond market. Defined as the norms and networks that encourage cooperation, social capital is a social construct which captures a region’s level of altruism, trustworthiness, and propensity to honor obligations. We expect that municipalities with high social capital are more trustworthy and likely to honor their debt obligations, which will result in lower bond yields. Our findings confirm that the bonds issued by municipalities located in high social capital counties exhibit (...)
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  • Editorial: Responsibility and Small Business. [REVIEW]Geoff Moore & Laura Spence - 2006 - Journal of Business Ethics 67 (3):219-226.
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  • Social Capital, Informal Governance, and Post-IPO Firm Performance: A Study of Chinese Entrepreneurial Firms.Jerry X. Cao, Yuan Ding & Hua Zhang - 2016 - Journal of Business Ethics 134 (4):529-551.
    Social capital can serve as informal governance in weak investor-protection regimes. Using hand-collected data on entrepreneurs’ political connections and firm ownership, we construct several original measures of social capital and examine their effect on the performance of entrepreneurial firms in China after their initial public offerings. Political connections or a high percentage of external investors tend to enhance firm performance, but intragroup related-party transactions commonly lead to performance decline. These forms of social capital have a strong influence on the performance (...)
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  • Socially Responsible Institutional Investment in Private Equity.Douglas Cumming & Sofia Johan - 2007 - Journal of Business Ethics 75 (4):395-416.
    This article studies institutional investor allocations to the socially responsible asset class. We propose two elements influence socially responsible institutional investment in private equity: internal organizational structure, and internationalization. We study socially responsible investments from Dutch institutional investments into private equity funds, and compare socially responsible investment across different asset classes and different types of institutional investors (banks, insurance companies, and pension funds). The data indicate socially responsible investment in private equity is 40–50% more common when the decision to implement (...)
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  • Intra‐Stakeholder Alliances in Plant‐Closing Decisions: A Stakeholder Theory Approach.Yves Fassin, Simone de Colle & R. Edward Freeman - 2017 - Business Ethics: A European Review 26 (2):97-111.
    This article discusses plant-closing decisions by multinational enterprises applying a stakeholder theory approach. In particular, we focus on the emergence of “intra-stakeholder alliances,” that is, alliances among the various stakeholder groups of a specific corporation. We analyze the emergence of stakeholder alliances in reaction to MNEs' decisions to terminate production locally and discuss their influence on the outcomes of such decisions. Our research is inspired by two exceptional case studies of two multinational breweries that announced their decisions to close niche (...)
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  • CSR in SMEs: Do SMEs Matter for the CSR Agenda?Mette Morsing & Francesco Perrini - 2009 - Business Ethics 18 (1):1-6.
    In this paper we argue that the collective grandness of small business is often underestimated in CSR research and policy-making. We emphasize the importance of understanding the contexts and the ways in which small- and medium-sized companies engage in CSR and how they differ from multinational companies. We suggest that it might be that researchers and practitioners are asking the wrong questions in their ambitions to prove 'the business case for CSR'. Perhaps we should rather focus on the 'how' and (...)
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  • Proximity and Micro-Enterprise Manager’s Ethics: A French Empirical Study of Responsible Business Attitudes.Jean-Marie Courrent & Katherine Gundolf - 2009 - Journal of Business Ethics 88 (4):749-762.
    This research article analyses the influence of micro-enterprise managers' perception of their relationship to their environment on the nature of their ethics. We carried out a survey with the head managers of 125 French MEs, providing a large set of primary data. Two types of variables were defined: variables related to the nature and intensity of the relationships between ME managers and their social environment, and variables related to the ethical framework that the managers used. The results of univariate and (...)
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  • Call for Papers: Special Issue/Forum.Donna J. Wood, Antonino Vaccaro & Adele Queiroz - 2009 - Journal of Business Ethics 85 (3):277-279.
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  • Stakeholder Social Capital: A New Approach to Stakeholder Theory.Elisabet Garriga Cots - 2011 - Business Ethics 20 (4):328-341.
    In this paper, I present a systematic approach to stakeholder theory based on social capital: the stakeholder social capital approach. Social capital is a relatively novel concept in stakeholder theory, which in previous research was not properly defined or systematically developed. This paper aims to fill this gap by taking into account the specificities of the stakeholder theory, which implies an explicit consideration of values. Therefore, the stakeholder social capital concept is defined by four dimensions (relational, cognitive, structural and evaluative) (...)
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  • The Relationship Between CSR and Corporate Strategy in Medium-Sized Companies: Evidence From Italy.Lucio Lamberti & Giuliano Noci - 2012 - Business Ethics: A European Review 21 (4):402-416.
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  • Stakeholder Social Capital: A New Approach to Stakeholder Theory.Elisabet Garriga Cots - 2011 - Business Ethics: A European Review 20 (4):328-341.
  • An Overview of Corporate Social Responsibility in Greece: Perceptions, Developments and Barriers to Overcome.Antonis Skouloudis, Konstantinos Evangelinos, Ioannis Nikolaou & Walter Leal Filho - 2011 - Business Ethics: A European Review 20 (2):205-226.
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  • Strategizing Corporate Social Responsibility: Evidence From an Italian Medium-Sized, Family-Owned Company.Francesco Perrini & Mario Minoja - 2008 - Business Ethics: A European Review 17 (1):47-63.
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  • Corporate Social Responsibility in Small-and Medium-Size Enterprises: Investigating Employee Engagement in Fair Trade Companies.Iain A. Davies & Andrew Crane - 2010 - Business Ethics: A European Review 19 (2):126-139.
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  • Applying Asset-Based Community Development as a Strategy for CSR: A Canadian Perspective on a Win-Win for Stakeholders and SMEs.Kyla Fisher, Jessica Geenen, Marie Jurcevic, Katya McClintock & Glynn Davis - 2009 - Business Ethics: A European Review 18 (1):66-82.
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