Can SMEs “do” CSR? A practitioner’s view of the ways small‐ and medium‐sized enterprises are able to manage reputation through corporate social responsibility

By Nigel Sarbutts. 2003

145 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9e74ce7666822aca2aee7751075a0fc0bd830bb3

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Citations in the corpus

Role of Social and Technological Challenges in Achieving a Sustainable Competitive Advantage and Sustainable Business Performance (2019, background): “For instance, if managers of an organization do not trust that information technology (IT) is strategic, this will reflect how they accomplish as well as deal with IT and IT challenges [25,26].”
Peculiar Strengths and Relational Attributes of SMEs in the Context of CSR (2009, background): “According to Sarbutts (2003), SMEs are better placed to take advantage of CSR programs than larger corporations, as they are flatter and potentially quicker on their feet, less fixated by price and earning ratios, and more likely to revere qualities such as honesty and integrity.”
Corporate Social Responsibility in Supply Chains of Global Brands: A Boundaryless Responsibility? Clarifications, Exceptions and Implications (2008, unknown): “In the contrary, there is a rising call for SMEs to participate in both CSR discourse and practice as well (Petts, 1998; Spence, 1999; Sarbutts, 2003).”
Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America (2013, background): “Other authors point at the importance of values, pragmatism and owners/managers routines as drivers (Murillo & Lozano, 2006; Sarbutts, 2003).”
Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, background): “Empirical research (e.g. Castka et al., 2004; Perez-Sanchez, 2003; Vives, 2006; Sarbutts, 2003; Sweeney, 2007) showing that the limitations arising from resource constraints traditionally considered as restricting SMEs adopting proactive CSR may be more theoretical than real, provides support for th”
Corporate social responsibility in Ireland: barriers and opportunities experienced by SMEs when undertaking CSR (2007, background): “It has been argued that SMEs are constrained by time and financial resources ( Sarbutts, 2003”
Challenging the importance of size as determinant for CSR activities (2009, background): “One suggestion is that small firms, due to a less complicated organization and owner structure, can respond quicker to demands and norms in media and society ( Sarbutts, 2003”
Relationship between Corporate Social Responsibility and Competitive Performance in Spanish Smes: Empirical Evidence from a Stakeholders’ Perspective * (2016, background): “Despite how SMEs manage their reputation, these organizations are generally better positioned to take advantage of the potential benefits from CSR programmes (Sarbutts, 2003) because they maintain more close, honest and flexible relationships with most of their stakeholders (Russo and Tencati, 2009)”