Authors: Caterina Tantalo; Matteo G. Caroli; Jeff Vanevenhoven
Addresses: College of Business, University of Texas at Arlington, 701 S. West Street, Box 19467, 76019-0467, Arlington, TX, USA. ' Department of Economics and Business, Luiss Guido Carli University, via Romania 32, Rome, Italy. ' College of Business and Economics, University of Wisconsin-Whitewater, 800 W. Main St., 53190, Whitewater, WI, USA
Abstract: Corporate social responsibility (CSR) is both a core and emerging issue in management. Recently, many contributions were developed by scholars and practitioners to better understand the phenomenon and its practical relevance for the corporations. However, defining the phenomenon and the specific characteristics it assumes particular to individual corporations is challenging. Moreover, it is directly linked to the perceptions and values of managerial personal, the specific characteristics of the business, and the size of the corporations. Many contributions have been developed to investigate the relationship between the CSR and the corporate social performance (CSP) of the corporations but inconsistent results were found and very little is known about the phenomenon inside the small and medium sized firms (Spence, 1999, 2007; Thompson and Smith, 1991). This paper tries to investigate this research problem following an empirical approach based on direct interviews to the CEOs of Italian small and medium sized enterprises (SMEs) which developed successful CSR strategies.
Keywords: corporate social responsibility; CSR; small and medium-sized enterprises; SMEs; SME competitiveness; strategic CSR; business sustainability; sustainable development; Italy.
International Journal of Technology Management, 2012 Vol.58 No.1/2, pp.129 - 151
Received: 08 May 2021
Accepted: 12 May 2021
Published online: 08 Mar 2012 *