How can SMEs effectively implement the CSR agenda? A UK case study perspective

By Pavel Castka, Michaela A. Balzarova, Christopher J. Bamber, J. Sharp. 2004

305 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e48efa62af4cc34c0468e49702710aaa4feba3fa

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Challenging the importance of size as determinant for CSR activities (2009, methodology): “the discourse is based on large firm research ( Castka et al. , 2004”
Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, background): “STOIAN AND GILMAN 5 Journal of Small Business Management 2017 55(1), pp. 5–31 doi: 10.1111/jsbm.12224 the context of SMEs an imperative (Castka et al. 2004).1 Second, the terminology of CSR is based on the corporation and its involvement in society, starting from the assumption that through its…”
Investigating corporate social responsibility in supply chains: a SME perspective (2008, background): “However, few case study researches have been conducted on CSR in SMEs [10,14,15].”
Making the case for the competitive advantage of corporate social responsibility (2007, background): “Impending European legislation may soon force all businesses, including SMEs, to adopt a CSR agenda involving mandatory reporting, stakeholder dialogue and director consideration of global issues (Castka et al., 2004).”
Peculiar Strengths and Relational Attributes of SMEs in the Context of CSR (2009, background): “" Castka et al. (2004) believe that the word "corporate" should be understood on a larger scale allowing it to incor-”
Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, methodology): “The Burke and Logsdon (1996) framework provides a practical instrument for managers to design CSR strategies that pay off and thus has been adopted widely in research on the topic including for example Castka et al. (2004) and Husted and Allen (2007).”
Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, background): “…of demonstrating empirically a clear direct causal effect of proactive CSR on financial performance, particularly in cases where the activity is philanthropic in nature and not necessarily related directly to the operational business of a firm (Burke and Logsdon, 1996; Castka et al., 2004).”