Corporate social responsibility and corporate performance: the case of Italian SMEs

By M. Longo, M. Mura, Alessandra Bonoli. 2005

355 citations recorded by the source corpus.

Subfields: Information Systems and Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/03ae75f6551426281e2e910a03d057b1cf90de84

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Citations in the corpus

What Prompts Small and Medium Enterprises to Engage in Corporate Social Responsibility? A Study from Taiwan (2012, background): “This verifies managers’ personal values and morality as drivers of CSR, which is consistent with the claims of previous studies (EC, 2002; DTI, 2003; Princic, 2003; Toyne, 2003; Hemingway and Maclagan, 2004; Longo et al., 2005). Managers’ support also plays an important role in the compatibility cha”
The impact of external pressure and sustainable management practices on manufacturing performance and environmental outcomes (2016, methodology): “Sustainable management was measured using five items adapted from Kitazawa and Sarkis (2000), Longo et al. (2005), Daily and Huang (2001), Sarkis (1998), and Klassen and Whybark (1999).”
Corporate Social Responsibility and Competitiveness within SMEs of the Fashion Industry: Evidence from Italy and France (2014, background): “The same approach also worked in the interaction with the environment [52,57,59,93,94].”
Peculiar Strengths and Relational Attributes of SMEs in the Context of CSR (2009, background): “…their profits while serving a greater goal, and many scholars point to the ‘‘silent CSR’’ or ‘‘sunken CSR’’ practiced by SMEs, suggesting that SMEs are often ‘‘unknowingly socially responsible’’ (Jenkins, 2004; Longo et al., 2005; Perrini, 2006; Raynard and Forstater, 2002; Roberts et al., 2006).”
Role of Social and Technological Challenges in Achieving a Sustainable Competitive Advantage and Sustainable Business Performance (2019, background): “SMEs need to ensure better corporate responsibility to handle the growing challenges of social issues to enhance sustainable, competitive advantages; this is an important role in SME performance [23,24].”
Sustainable entrepreneurship orientation (2018, neutral): “Because it involves a certain degree of risk, which is specifically caused by the unexplored direction a firm is planning on exploring, this strategy of defining front-line opportunities and tackling them as “first movers” in the general market economy has to be defined as “proactive” [114,115].”
Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “Moreover, only a few of these studies propose concomitantly the impact of various types of CSR practices on SMEs performance (Hammann, Habisch, and Pechlaner 2009; Longo, Mura, and Bonoli 2005; Perrini and Minoja 2008).”
CSR Practices and Corporate Strategy: Evidence from a Longitudinal Case Study (2009, background): “The latter argument is consistent to researchers who state that a company should define a coherent portfolio of CSR business practices that covers all groups of stakeholders (e.g. Jamali, 2007; Longo et al., 2005).”
Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, background): “…even be described in the language of CSR; rather, it is derived from informal positive relationships that engender trust and reciprocity in network interactions between SMEs and their employees and local communities (Hammann et al., 2009; Lahdesmaki, 2005; Longo et al, 2005; Matten and Moon, 2008).”
Pride or Embarrassment? Employees’ Emotions and Corporate Social Responsibility (2015, background): “As much of the literature focuses on employees as a coherent group of stakeholders (Jamali, 2008; Longo et al., 2005; Royle, 2005; Preuss et al., 2009; McWilliams and Siegel, 2001) and on top-down managed changes for sharing responsibility (Halme, 2002; Siebenhuner and Arnold, 2007; Haugh and Talwar”
Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context (2007, background): “, 2004); others have utilized a stakeholder approach, examining the CSR obligations and contributions of firms vis-a-vis an array of key stakeholders (Longo et al., 2005); while others have made distinctions between classical, socio-economic, philanthropic, and modern views of CSR (de la Cruz Deniz ”