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  1. Different Talks with Different Folks: A Comparative Survey of Stakeholder Dialog in Germany, Italy, and the U.S. [REVIEW]André Habisch, Lorenzo Patelli, Matteo Pedrini & Christoph Schwartz - 2011 - Journal of Business Ethics 100 (3):381 - 551.
    Although theoretical underpinnings of stakeholder dialog (SD) have been extensively discussed in the extant literature, there is a lack of empirical studies presenting evidence on the SD initiatives undertaken by firms. In this article, we provide information about 294 SD initiatives collected through a content analysis of the sustainability reports published by large firms in Germany, Italy, and the U. S. In addition to a country-based description of the different forms, stakeholder categories, and topics of the SD initiatives, we explore (...)
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  • Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association between Capabilities and Performance. [REVIEW]Nuttaneeya Ann Torugsa, Wayne O’Donohue & Rob Hecker - 2013 - Journal of Business Ethics 115 (2):383-402.
    Proactive corporate social responsibility (CSR) involves business practices adopted voluntarily by firms that go beyond regulatory requirements in order to actively support sustainable economic, social and environmental development, and thereby contribute broadly and positively to society. This empirical study examines the role of the economic, social and environmental dimensions of proactive CSR on the association between three specific capabilities—shared vision, stakeholder management and strategic proactivity—and financial performance in small and medium enterprises (SMEs). Using quantitative data collected from a sample of (...)
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  • Business Unethicality as an Impediment to Consumer Trust: The Moderating Role of Demographic and Cultural Characteristics. [REVIEW]Leonidas C. Leonidou, Olga Kvasova, Constantinos N. Leonidou & Simos Chari - 2013 - Journal of Business Ethics 112 (3):397-415.
    The article reports the findings of a study conducted among 387 consumers regarding their perceptions of the unethicality of business practices of firms and how these affect their response behavior, in terms of trust, satisfaction, and loyalty. The study confirmed that high levels of perceived corporate unethicality decrease consumer trust. This in turn reduces consumer satisfaction, which ultimately has negative effects on customer loyalty. It was also revealed that, although both consumer gender and urbanity have a moderating effect on the (...)
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  • (1 other version)The consequences of social responsibility for small business owners in small towns.Terry L. Besser - 2012 - Business Ethics, the Environment and Responsibility 21 (2):129-139.
    This paper focuses on three under-researched subjects in the corporate social responsibility literature: small businesses, small towns, and consequences of social responsibility for the business owner personally. Small businesses are the vast majority of businesses and make a significant contribution to national economic vitality. Their value to the survival of small towns, where they are often the only businesses, is even more important. Research indicates that the social performance of big and small businesses alike is dependent upon the values and (...)
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  • Linking owner–managers' personal sustainability behaviors and corporate practices in SMEs: The moderating roles of perceived advantages and environmental hostility.Sonia Chassé & Jean-Marie Courrent - 2018 - Business Ethics: A European Review 27 (2):127-143.
    Drawing on managerial discretion and conflicting institutional logics literature, this study investigates the relation between the personal sustainability behaviors of owner–managers and the corporate sustainability practices of SMEs. The research proposes a contingency model that assesses the moderating effects of perceived economic advantages and environmental hostility on this relationship. Based on linear hierarchical multiple regression analyses of a cross-sectoral sample of French SMEs, the results suggest a positive influence of the manager's PSB on the SME's CS practices that appears to (...)
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  • How Do European SME Owner–Managers Make Sense of ‘Stakeholder Management’?: Insights from a Cross-National Study.Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  • Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector. [REVIEW]Nuttaneeya Ann Torugsa, Wayne O’Donohue & Rob Hecker - 2012 - Journal of Business Ethics 109 (4):483-500.
    Proactive corporate social responsibility (CSR) involves business strategies and practices adopted voluntarily by firms that go beyond regulatory requirements in order to manage their social responsibilities, and thereby contribute broadly and positively to society. Proactive CSR has been less researched in small and medium enterprises (SMEs) compared to large firms; and, whether SMEs are ideally placed to gain competitive advantage through such activity therefore remains a point of debate. This study examines empirically the association between three specified capabilities (shared vision, (...)
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  • Practical wisdom as an adaptive algorithm for leadership: Integrating Eastern and Western perspectives to navigate complexity and uncertainty.Mai P. Trinh & Elizabeth A. Castillo - 2020 - Business Ethics: A European Review 29 (S1):45-64.
    Business Ethics: A European Review, EarlyView.
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  • Students’ perception of CSR and its influence on business performance. A multiple mediation analysis.Enrique Claver-Cortés, Bartolomé Marco-Lajara, Mercedes Úbeda-García, Francisco García-Lillo, Laura Rienda-García, Patrocinio Carmen Zaragoza-Sáez, Rosario Andreu-Guerrero, Encarnación Manresa-Marhuenda, Pedro Seva-Larrosa, Lorena Ruiz-Fernández, Eduardo Sánchez-García & Esther Poveda-Pareja - 2020 - Business Ethics 29 (4):722-736.
    Firm managers play an important role in the implementation of corporate social responsibility (CSR) actions. Education is emerging as the key factor in developing a sense of moral responsibility amongst the business students who will eventually become company managers and decision makers. The aim of this research is, thus, twofold. First, to analyze the existence of a direct positive correlation between university students’ perception of CSR and its impact on business performance; and second, to examine the extent to which two (...)
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  • Orientation Toward Key Non-family Stakeholders and Economic Performance in Family Firms: The Role of Family Identification with the Firm.Mª de la Cruz Déniz-Déniz, Mª Katiuska Cabrera-Suárez & Josefa D. Martín-Santana - 2020 - Journal of Business Ethics 163 (2):329-345.
    Based on the literature on stakeholder management and family firm dynamics, this research analyses the relationship between three constructs: the identification of business families with their family firms, FFs’ orientation toward key non-family stakeholders, and the achievement of better economic performance. Data analyses from 374 family and non-family members of 173 Spanish FFs show that a high level of family identification with their firms affects the orientation of FFs toward key non-family stakeholders in setting corporate goals and that this orientation (...)
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  • Responsible business practices: Aspects influencing decision-making in small, medium and micro-sized enterprises.Lynette Cronje, Edmund John Ferreira & Sumei van Antwerpen - 2017 - African Journal of Business Ethics 11 (1).
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  • The Nature of the Relationship Between Corporate Identity and Corporate Sustainability: Evidence from The Retail Industry.Cláudia Simões & Roberta Sebastiani - 2017 - Business Ethics Quarterly 27 (3):423-453.
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  • (1 other version)The consequences of social responsibility for small business owners in small towns.Terry L. Besser - 2012 - Business Ethics: A European Review 21 (2):129-139.
    This paper focuses on three under‐researched subjects in the corporate social responsibility literature: small businesses, small towns, and consequences of social responsibility for the business owner personally. Small businesses are the vast majority of businesses and make a significant contribution to national economic vitality. Their value to the survival of small towns, where they are often the only businesses, is even more important. Research indicates that the social performance of big and small businesses alike is dependent upon the values and (...)
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  • Board‐level ethics committees in large European firms.Josep Garcia-Blandon, David Castillo-Merino, Josep Maria Argilés-Bosch & Diego Ravenda - 2020 - Business Ethics 29 (4):824-841.
    After the approval of a code of ethics, the creation of a permanent board‐level ethics committee is the next step in the institutionalization of business ethics. This study explores how the board's structure and demographic characteristics explain the decision to form an ethics committee. The analysis is based on the constituents of the Standard and Poor's Europe 350 index. Consistent with our hypotheses, we find that ethics committees are more likely to be found in firms with a lower presence of (...)
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  • Human resource systems and competitive advantage: an ethical climate perspective.Laxmikant Manroop - 2014 - Business Ethics: A European Review 24 (2):186-204.
    Drawing on the theoretical insights from the resource-based view of the firm, this paper explores how human resource systems may contribute to competitive advantage by facilitating the development and maintenance of five types of ethical climates, and conversely, how HR systems may hinder competitive advantage by inhibiting the development and maintenance of these climate types. In so doing, this paper contributes to the literature by highlighting the resource worthiness of a firm's ethical climates and showing how HR systems may influence (...)
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  • Corporate social responsibility and employee outcomes: The role of country context.Tay K. McNamara, Rene Carapinha, Marcie Pitt-Catsouphes, Monique Valcour & Sharon Lobel - 2017 - Business Ethics: A European Review 26 (4):413-427.
    This study examined the association between employee perceptions of two foci of corporate social responsibility and work attitudes in different countries. Using data collected as part of a multinational research project with a core team in the United States, we found that perceptions of externally focused CSR enactment were positively associated with employee engagement and affective commitment. Perceptions of internally focused CSR enactment were positively associated with affective commitment but not with employee engagement. Analyses across countries revealed more cultural than (...)
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  • (2 other versions)Corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companies.Iain A. Davies & Andrew Crane - 2010 - Business Ethics: A European Review 19 (2):126-139.
    Employee buy‐in is a key factor in ensuring small‐ and medium‐size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi‐structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within (...)
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  • Involving, Countering, and Overlooking Stakeholder Networks in Soft Regulation: Case Study of a Small-to-Medium-Sized Enterprise’s Implementation of SA8000.Katerina Nicolopoulou, Stewart R. Clegg, Ashly H. Pinnington & Manal El Abboubi - 2022 - Business and Society 61 (6):1594-1630.
    To achieve effective stakeholder governance in the context of international social accountability certification requires constructing a network of agreement. In a case study of a small-to-medium-sized enterprise, we examine managers’ attempts at enrolling participants in the supply chain to investigate how they strive to engage these stakeholders. We adopt actor-network theory and sensemaking theory to develop a novel approach to understanding social accountability standards’ certification in stakeholder networks. We argue that the design and operation of any SA standard across a (...)
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  • Greening Remote SMEs: The Case of Small Regional Airports.Olivier Boiral, Mehran Ebrahimi, Kerstin Kuyken & David Talbot - 2019 - Journal of Business Ethics 154 (3):813-827.
    The objective of this paper is to explore, through a qualitative study of small regional airports, how sustainability issues are taken into account in remote small- and medium-sized enterprises. Based on 42 semi-structured interviews conducted with managers of small regional Canadian airports and experts in this area, this study shows the quasi-absence of specific measures for sustainability, despite the seriousness of environmental issues, which tend to be subordinated to economic priorities and operational activities. The paper contributes to the literature on (...)
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  • Leadership Styles and CSR Practice: An Examination of Sensemaking, Institutional Drivers and CSR Leadership.Tamsin Angus-Leppan, Louise Metcalf & Sue Benn - 2010 - Journal of Business Ethics 93 (2):189-213.
    This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the framework's key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results reinforced key aspects (...)
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  • Impact of Customer Orientation, Inducements and Ethics on Loyalty to the Firm: Customers’ Perspective.Leslier M. Valenzuela, Jay P. Mulki & Jorge Fernando Jaramillo - 2010 - Journal of Business Ethics 93 (2):277-291.
    Customer orientation and the development of long-term relationships with customers are known conditions for growth and profit sustainability. Businesses use special treatments, inducements, and personal gestures to show their appreciation to customers. However, there are concerns about whether these inducements really create the right perceptions in customer’s mind. This study suggests that when customers believe that the firm is ethical, the inducements and special treatments received are seen in a positive light and can help develop loyalty. The hypotheses were tested (...)
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  • How Do European SME Owner—Managers Make Sense of 'Stakeholder Management'?: Insights from a Cross-National Study.Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39 - 51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner—managers' perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  • How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights from a Cross-National Study. [REVIEW]Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi Weltzien Hoivik, Annick Rossem & Yves Fassin - 2012 - Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  • Pray local and act global? Christian religiosity in the U.S. and human rights.Jinhua Cui & Hoje Jo - 2018 - Business Ethics 28 (3):361-378.
    This study examines the influence of Christian religion on corporate decisions related to human rights in the United States. Specifically, it examines the empirical association between a company's human rights practices and the Christian religiosity in its local community, as well as individual CEO religiosity in the United States, both of which have not been tested in prior studies. Employing a large sample from the United States, we find a congruent association between the “human rights friendly” practices of a company (...)
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  • Organizing Corporate Social Responsibility in Small and Large Firms: Size Matters. [REVIEW]Dorothée Baumann-Pauly, Christopher Wickert, Laura J. Spence & Andreas Georg Scherer - 2013 - Journal of Business Ethics 115 (4):693-705.
    Based on the findings of a qualitative empirical study of corporate social responsibility (CSR) in Swiss MNCs and SMEs, we suggest that smaller firms are not necessarily less advanced in organizing CSR than large firms. Results according to theoretically derived assessment frameworks illustrate the actual implementation status of CSR in organizational practices. We propose that small firms possess several organizational characteristics that are favorable for promoting the internal implementation of CSR-related practices in core business functions, but constrain external communication and (...)
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  • (2 other versions)Corporate social responsibility in small-and medium-size enterprises: Investigating employee engagement in fair trade companies.Iain A. Davies & Andrew Crane - 2010 - Business Ethics, the Environment and Responsibility 19 (2):126-139.
    Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi-structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within (...)
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  • Why Do SMEs Go Green? An Analysis of Wine Firms in South Africa.Ralph Hamann, James Smith, Pete Tashman & R. Scott Marshall - 2017 - Business and Society 56 (1):23-56.
    Studies on why small and medium enterprises engage in pro-environmental behavior suggest that managers’ environmental responsibility plays a relatively greater role than competitiveness and legitimacy-seeking. These categories of drivers are mostly considered independent of each other. Using survey data and comparative case studies of wine firms in South Africa, this study finds that managers’ environmental responsibility is indeed the key driver in a context where state regulation hardly plays any role in regulating dispersed, rural firms. However, especially proactive firms are (...)
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  • Commitment of independent and institutional women directors to corporate social responsibility reporting.María Consuelo Pucheta‐Martínez, Inmaculada Bel‐Oms & Gustau Olcina‐Sempere - 2018 - Business Ethics: A European Review 28 (3):290-304.
    Business Ethics: A European Review, EarlyView.
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  • Do Entrepreneurial SMEs Perform Better Because They are More Responsible?Jean-Marie Courrent, Sonia Chassé & Waleed Omri - 2018 - Journal of Business Ethics 153 (2):317-336.
    Many scholars have investigated the direct impact of entrepreneurial orientation on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices—environmental practices, social practices in the workplace, and social practices in the community —as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small- (...)
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  • How Can Responsible Family Ownership be Sustained Across Generations? A Family Social Capital Approach.Cristina Aragón-Amonarriz, Agustín Mateo Arredondo & Cristina Iturrioz-Landart - 2019 - Journal of Business Ethics 159 (1):161-185.
    Responsible family ownership is a combination of the family’s commitment to the family-firm’s stakeholders in the long term and the explicit behaviour of the family members associated with the firm. However, families are not individuals but rather a system of relationships among family members. In such a context, misunderstandings in communication, anachronistic mentalities and different value systems can block the intergenerational transmission of RFO. Consequently, the responsibility of the family towards the FF’s stakeholders may be damaged and the firm’s socially (...)
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  • Does integrity matter for CSR practice in organizations? The mediating role of transformational leadership.José M. C. Veríssimo & Teresa M. C. Lacerda - 2014 - Business Ethics: A European Review 24 (1):34-51.
    Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders’ behaviors are linked to CSR practices. It was also found that leaders rated with higher (...)
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  • Embedding Owner-Manager Values in the Small and Medium Sized Enterprise Context: A Lockean Conceptualisation.Simon Oldham - 2024 - Journal of Business Ethics 194 (3):561-581.
    The salience of owner-manager values to small and medium sized enterprise (SME) engagement with ethics and social responsibility is well documented. Despite this, understanding of how these values are transposed into and become embedded within the culture, norms and practices of SMEs remains limited. Through drawing on a sample of SMEs in the South West of England, this paper identifies the mechanisms which owner-managers seek to use to embed their values within their organisations—_rational values sharing_, _affective values sharing_ and _building (...)
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