A 'business opportunity' model of corporate social responsibility for small- and medium-sized enterprises

By H. Jenkins. 2009

578 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/da79d3c837841947b00242bca1cdcf5323aa36d0

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Citations in the corpus

Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, methodology): “Such capabilities include: shared vision and employee involvement (Andersson and Bateman, 2000; Hart, 1995; Jenkins, 2009); stakeholder management (Buysse and Verbeke, 2003); innovation (Christmann, 2000; Sharma et al., 2007); strategic proactivity (Aragon-Correa, 1998); capital management (Bansal,…”
Fostering Responsible Communities: A Community Social Marketing Approach to Sustainable Living (2011, background): “In order for CSR to work, an internal champion is required (Jenkins, 2009); in the case of SMEs, the owner-manager is directly responsible for directing those activities.”
The Role of Normative CSR‐Promoting Institutions in Stimulating CSR Disclosures in Developing Countries (2018, background): “Scholars have pointed out that CSR related forums and networks enable companies to understand, measure and to report CSR activities (Jenkins, 2009).”
Ethics and entrepreneurship: A bibliometric study and literature review (2019, background): “…Social Responsibility (CSR) 180 Lepoutre and Heene (2006) Proceedings paper 105 Ryan (2002) Article 91 Hemingway (2005) Proceedings paper 79 Jenkins (2009) Article 63 Chabowski, Mena, and Gonzalez-Padron (2011) Article 51 Hammann et al. (2009) Article 47 Elkington (2006) Proceedings paper…”
Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “Through good staff recruitment and development, SMEs improve their reputation and attract better staff (Jenkins 2004; Turban and Greening 1997).”
Corporate social responsibility in the food sector (2011, background): “…in the food sector 311 at C B S Library on A ugust 16, 2011 erae.oxfordjournals.org D ow nloaded from high flexibility and less formal structures, including less documentation and fewer procedural hurdles (European Commission, 2002; Fassin, 2008; Jenkins, 2009; Russo and Perrini, 2009).”
Drivers and barriers of CSR and the size and internationalization of firms (2011, background): “In a survey of 24 “CSR-awarded” SMEs in the UK, Jenkins (2009)”
Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, background): “To achieve this anticipated shift, researchers believe that organizations need to adopt a planned approach that can institutionalize CSR and sustainability in organizational system in alignment with various management practices including HR practices (Ardichvili 2011; Jenkins 2009).”
Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association between Capabilities and Performance (2013, methodology): “Embedding the three (economic, social and environmental) principles of sustainable development into CSR provides an alternative business model to the traditional growth and profit-maximisation model (Jenkins, 2009).”