Values that create value: socially responsible business practices in SMEs – empirical evidence from German companies

By Eva-Maria Hammann, A. Habisch, H. Pechlaner. 2009

382 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/30648e07a711e7e631e160d4865607a798f81709

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

1. N. Torugsa
2. C. Wickert
3. Carmen Stoian
4. Laura J. Spence
5. Wayne O'Donohue
6. Dorothée Baumann-Pauly
7. Andreas Georg Scherer
8. Robert Hecker

In Marketing

1. Laura J. Spence
2. N. Torugsa
3. C. Wickert
4. Carmen Stoian
5. Wayne O'Donohue
6. Andreas Georg Scherer
7. Subhash C. Kundu
8. Robert Hecker

In Strategy and Management

1. Laura J. Spence
2. Andreas Georg Scherer
3. C. Wickert
4. N. Torugsa
5. Carmen Stoian
6. Wayne O'Donohue
7. Dorothée Baumann-Pauly
8. Subhash C. Kundu

Citations in the corpus

• Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association between Capabilities and Performance (2013, methodology): “Similarly, by proposing and testing a model that combines an SME’s entrepreneurial value orientation with socially responsible business practices, Hammann et al. (2009) found a link between such practices and favourable financial outcomes in terms of cost reduction and increase in profit.”
• Organizing Corporate Social Responsibility in Small and Large Firms: Size Matters (2011, positive): “This finding counters existing and mostly survey-based evaluations of CSR implementation (see for instance Graafland et al. 2003; Hammann et al. 2009; Lindgreen et al. 2009) that base their analysis on public or media perceptions about CSR commitment or on the existence of codes of conduct or other…”
• Walking and Talking Corporate Social Responsibility: Implications of Firm Size and Organizational Cost (2016, positive): “Some studies provide evidence of small firms capable of effective CSR engagement (e.g., Brammer et al., 2012; Hammann et al., 2009; Hoogendoorn et al., 2015; Wickert, 2014).”
• Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, background): “Hammann, Habisch, and Pechlanern (2009) have affirmed that the value orientation towards employees has a positive effect on the employee motivation, satisfaction as well as perceived level of absenteeism.”
• Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “…Perschke 2009; Russo and Perrini 2009); the mechanisms of “strategizing” CSR (Perrini and Minoja 2008); the link between CSR and financial performance (Hammann, Habisch, and Pechlaner 2009; Longo, Mura, and Bonoli 2005; Pereira-Moliner, Claver-Cort es, and Molina-Azor ın 2011; Perrini and Minoja…”
• Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, methodology): “These categories included: customers, suppliers, employees and communities (Graafland et al., 2004; Hammann et al., 2009; Longo et al., 2005); shareholders/owners and competitors (AragonCorrea et al., 2008; Graafland et al., 2004); government agencies (Sharma et al, 2007); and NGOs and…”