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  1. Little Big Firms? Corporate Social Responsibility in Small Businesses That Do Not Compete Against Big Ones.Rune Dahl Fitjar - 2011 - Business Ethics 20 (1):30-44.
    This article examines the drivers and barriers for corporate social responsibility (CSR) in the Norwegian graduate uniform industry, which is a market devoid of large corporations, consisting entirely of two small businesses. It finds that these small businesses' CSR activities are not particularly well explained by the existing literature on CSR in small- and medium-sized enterprises, which assumes the presence of large competitors. This raises the question of whether small businesses that do not compete against large corporations may actually behave (...)
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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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  • Corporate Social Responsibility in SMEs: A Shift From Philanthropy to Institutional Works?Kenneth Amaeshi, Emmanuel Adegbite, Chris Ogbechie, Uwafiokun Idemudia, Konan Anderson Seny Kan, Mabumba Issa & Obianuju I. J. Anakwue - 2016 - Journal of Business Ethics 138 (2):385-400.
    Corporate Social Responsibility amongst Small and Medium Enterprises is often characterised in the literature as unstructured, informal and ad hoc discretionary philanthropic activities. Drawing insights from recent theoretical/analytical frameworks :52–78, 2010), and on empirical data collected from both Nigeria and Tanzania, we found that CSR practices in SMEs are much more nuanced than previously presented. In addition, SMEs undertake their CSR practices to varying degrees in multiple spaces—i.e. the workplace, marketplace, community and the ecological environment. These CSR practices go beyond (...)
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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.
  • From Rationality to Emotionally Embedded Relations: Envy as a Signal of Power in Stakeholder Relations.Marjo Siltaoja & Merja Lähdesmäki - 2015 - Journal of Business Ethics 128 (4):837-850.
    Although stakeholder salience theory has received a great deal of scholarly attention in the business ethics and management literature, the theory has been criticized for overemphasizing rationality in managerial perceptions. We argue that it is important to better understand what socially constructed emotions signal in business relations, and we posit the role of envy as a discursive resource used to signal and construct the asymmetrical power relations between small business owner–managers and their stakeholders. Our study is based on a qualitative (...)
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  • Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association Between Capabilities and Performance. [REVIEW]Nuttaneeya Ann Torugsa, Wayne O'Donohue & Rob Hecker - 2013 - Journal of Business Ethics 115 (2):383-402.
    Proactive corporate social responsibility (CSR) involves business practices adopted voluntarily by firms that go beyond regulatory requirements in order to actively support sustainable economic, social and environmental development, and thereby contribute broadly and positively to society. This empirical study examines the role of the economic, social and environmental dimensions of proactive CSR on the association between three specific capabilities—shared vision, stakeholder management and strategic proactivity—and financial performance in small and medium enterprises (SMEs). Using quantitative data collected from a sample of (...)
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  • 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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  • Linking Owner–Managers' Personal Sustainability Behaviors and Corporate Practices in SMEs: The Moderating Roles of Perceived Advantages and Environmental Hostility.Sonia Chassé & Jean‐Marie Courrent - 2018 - Business Ethics: A European Review 27 (2):127-143.
    Drawing on managerial discretion and conflicting institutional logics literature, this study investigates the relation between the personal sustainability behaviors of owner–managers and the corporate sustainability practices of SMEs. The research proposes a contingency model that assesses the moderating effects of perceived economic advantages and environmental hostility on this relationship. Based on linear hierarchical multiple regression analyses of a cross-sectoral sample of French SMEs, the results suggest a positive influence of the manager's PSB on the SME's CS practices that appears to (...)
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  • Power and Size of Firms as Reflected in Cleaning Subcontractors’ Practices of Social Responsibility.Sarit Nisim & Orly Benjamin - 2008 - Journal of Business Ethics 83 (4):673-683.
    Recent discussions in the area of corporate social responsibility suggest that organizational size has complex meanings and thus requires more scholarly attention. This article explores organizational size in the context of relative power in inter-organizational networks. To shed light on the ways relative power interacts with size we studied social responsibility practices among cleaning subcontractors in three firms of different sizes. Our focus on the network differentiates these firms on the basis of their size and sector. Semi-structured interviews were used (...)
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  • Power and Size of Firms as Reflected in Cleaning Subcontractors' Practices of Social Responsibility.Sarit Nisim & Orly Benjamin - 2008 - Journal of Business Ethics 83 (4):673 - 683.
    Recent discussions in the area of corporate social responsibility suggest that organizational size has complex meanings and thus requires more scholarly attention. This article explores organizational size in the context of relative power in inter-organizational networks. To shed light on the ways relative power interacts with size we studied social responsibility practices among cleaning subcontractors in three firms of different sizes. Our focus on the network differentiates these firms on the basis of their size and sector. Semi-structured interviews were used (...)
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  • Little Big Firms? Corporate Social Responsibility in Small Businesses That Do Not Compete Against Big Ones.Rune Dahl Fitjar - 2011 - Business Ethics: A European Review 20 (1):30-44.
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  • Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence From an Australian Manufacturing Industry Sector. [REVIEW]Nuttaneeya Ann Torugsa, Wayne O'Donohue & Rob Hecker - 2012 - Journal of Business Ethics 109 (4):483-500.
    Proactive corporate social responsibility (CSR) involves business strategies and practices adopted voluntarily by firms that go beyond regulatory requirements in order to manage their social responsibilities, and thereby contribute broadly and positively to society. Proactive CSR has been less researched in small and medium enterprises (SMEs) compared to large firms; and, whether SMEs are ideally placed to gain competitive advantage through such activity therefore remains a point of debate. This study examines empirically the association between three specified capabilities (shared vision, (...)
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