Corporate Social Responsibility in Small-And Medium-Size Enterprises: Investigating Employee Engagement in Fair Trade Companies

By Iain A. Davies, A. Crane. 2010

183 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ca46eb70e8380e63bcdd177df05542d24f5bd950

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. Jean‐Pascal Gond
2. Carmen Stoian
3. Eliza Oliveira
4. N. Babu
5. Assâad El akremi
6. Pedro Ferreira
7. M. Gilman
8. V. Swaen

In Marketing

1. Jean‐Pascal Gond
2. Carmen Stoian
3. Eliza Oliveira
4. N. Babu
5. Assâad El akremi
6. Pedro Ferreira
7. M. Gilman
8. V. Swaen

In Strategy and Management

1. Jean‐Pascal Gond
2. B. Shuck
3. Carmen Stoian
4. Eliza Oliveira
5. N. Babu
6. Assâad El akremi
7. Pedro Ferreira
8. M. Gilman

Citations in the corpus

• Does corporate social responsibility impact on employee engagement (2014, background): “Some of the HR areas that emerged in this review were employee related issues (e.g. Wojtaszczyk, 2008; Davies and Crane, 2010), responsible leadership (e.g. Gond and Igalens, 2011), and the HR function (e.g. Shen, 2011, Buciuniene and Kazlauskaite, 2012).”
• Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “2006; Preuss and Perschke 2009); specific CSR practices in SMEs such as environmental practices (Williamson, Lynch-Wood, and Ramsay 2006; Tilley 2000), procurement policies (Baden, Harwood, and Woodward 2011), employee-related (Davies and Crane, 2010) or community-related CSR (Niehm, Swinney, and Mi”
• The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Prior research has highlighted the crucial importance of CEOs’ personal values (Swanson, 1995) and detailed the importance of fit between employees’ or executives’ values with organizational values (e.g., Davies & Crane, 2010).”
• Corporate Social Responsibility, Employee–Company Identification, and Organizational Commitment: Mediation by Employee Engagement (2015, unknown): “C – EE and EE – OC (Davies and Crane 2010; Gupta and Kumar 2015; Lindorff and Peck 2010), less attention is given to investigate these relationships in the form of a nexus.”
• Antecedents to Employee Engagement (2011, background): “Last, organizational initiatives such as corporate social responsibility (CSR) programs that involve employee volunteerism and service work have been examined as an empirically driven antecedent (Davies & Crane, 2010; Lindorff & Peck, J., 2010).”