Strategizing Corporate Social Responsibility: Evidence from an Italian Medium-Sized, Family-Owned Company

By F. Perrini, M. Minoja. 2007

135 citations recorded by the source corpus.

Corporate social responsibility (CSR) is becoming a mainstream issue as both researchers and managers are realizing its importance, but knowledge gaps persist. In particular, the processes underlying the adoption of responsible managerial practices and the effects associated with them are still at the centre of intense debate. Not surprisingly, managers expect formalized procedures that might influence corporate managerial processes and especially corporate strategies. Given the growing emphasis on the integration of CSR into corporate strategy, the purpose of this qualitative study is to explore the antecedents of this process and the dynamics underlying it. We focus on a medium-sized, family-owned Italian company, SABAF SpA. We find that: the beliefs and value systems of entrepreneurs play a fundamental role in shaping a sustainable corporate strategy' the importance of the relationship between social performance and financial performance depends to some extent on the kind of competitive strategy that a company has selected' and people need to be aware of it that is, CSR strategies must be explicit and codified into specific managerial procedures.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/37a83907091479a8884907e010381f16063d9620

How researchers see this paper

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

In Management of Technology and Innovation

1. J. Pollack
2. Ernest H. O’Boyle
3. Matthew W. Rutherford
4. Ines Herrero

In Organizational Behavior and Human Resource Management

1. J. Pollack
2. Ernest H. O’Boyle
3. Matthew W. Rutherford
4. R. Humphrey
5. Shanshan Qian
6. Chao Miao
7. Ines Herrero

In Strategy and Management

1. Ernest H. O’Boyle
2. Matthew W. Rutherford
3. J. Pollack

Citations in the corpus

• Integrated reporting: an international overview (2016, background): “…implies that tools should be designed to manage and report on the business while also recognizing that the IR ‘is not just a tool for internal and external communication but also a formal account of strategic process seeking continuous improvements in the business culture’ (Perrini & Minoja 2008).”
• Examining the Relation Between Ethical Focus and Financial Performance in Family Firms: An Exploratory Study (2010, background): “Future research would be well directed to build on work such as Perrini and Minoja (2008) and explore issues such as these.”