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Corporate Social Responsibility CSR and Small Firms: Theory and Reality

Definitions of CSR and SME. Corporate social responsibility: continuing commitment by business to contribute to economic development, while improving quality of life of workforce and their families as well as of the community and society at large". (World Business Council for Sustainable Developmen

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Corporate Social Responsibility CSR and Small Firms: Theory and Reality

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    1. Corporate Social Responsibility (CSR) and Small Firms: Theory and Reality Dr. Athanasios Hadjimanolis Associate Professor European University of Cyprus

    2. Definitions of CSR and SME Corporate social responsibility: “continuing commitment by business to contribute to economic development, while improving quality of life of workforce and their families as well as of the community and society at large”. (World Business Council for Sustainable Development) SMEs: firms with less than 250 employees

    3. Nature of CSR Voluntary action / Connection with business ethics Societal demands/expectations from firms Obligations of business: economic (be profitable), legal (obey the law, ethical (follow morality principles), discretionary (be a good corporate citizen, e.g. engage in philanthropy) Stakeholders: groups of people affected by business and affecting business

    4. Importance of CSR CSR focus People (employees, community) Planet (natural environment) Profit (value to shareholders) The triple bottom line (profit can not be the only performance criterion has to be supplemented with social and environmental performance criteria)

    5. The stakeholder theory Makes CSR practical and comprehensible Main stakeholders: primary, i.e. directly affected (employees, shareholders, customers, suppliers) secondary (neighbors, communities, government) Main stakeholder analysis: Interest in your company, importance, power, urgency of their demands, quality of contact.

    6. The SME perspective CSR in small firms (informal, based on personal values) CSR: Maybe the wrong term! Enterprise social responsibility (ESR) is probably a better term. Motivation for CSR: external pressures (customers, government, expectations of local communities) internal motives (efficiency gains e.g. through staff motivation and retention, must do because it is the right thing)

    7. SME differences Micro firms: less than 10 employees Small firms: up to fifty employees Medium size firms: (51-250 employees) Size of firm matters! CSR activities more visible in medium size firms Sector of economy important

    8. Barriers to CSR adoption in SME Resource constraints Lack of time Simple structure (concentration of activities and powers to hands of owner/manager) Management style (autocratic) Focus on short term

    9. Enablers of CSR adoption in SME Flexibility Adaptability to changing society and stakeholder demands SMEs closer to stakeholders Flatter hierarchy/ faster decisions

    10. Nature of CSR in Cyprus Large firms: types of CSR activities in Cyprus (e.g. banks involved in large scale philanthropic activities, large oil firms taking road safety support initiatives). CSR activities carried on a systematic basis and widely publicized. SMEs: (several CSR activities types like employee training, employee welfare initiatives, environmental measures), but usually not planned and on ad hoc basis.

    11. CSR and Strategy CSR integrated into strategic plans CSR and financial performance Benefits: opportunities (e.g. in green products), competitive gains, trust in enterprise, corporate reputation, goodwill as insurance cover in periods of crisis Costs (Managerial and personnel time, expenditure on specific activities) Budget for CSR/Cost-effect ratio of measures

    12. CSR: Knowledge gaps in SME Confusion over exact meaning of CSR Lack of appreciation of its importance Belief that only large firms can undertake it Poorly understood and implemented Cost considerations, underestimation of benefits Lack of employee involvement in CSR activities

    13. The role of owner/manager Central role of SME owner/manager in human resource management Personal involvement of O/M in relationships with suppliers and customers Undertakes usually the role of managing CSR activities among many other tasks since SMEs can not afford to employ CSR manager. Acceptance of CSR depends on personal attitude of owner/manager

    14. The environmental dimension Environmental initiatives Waste management Recycling Energy saving Pollution prevention and reduction strategies Eco-efficiency (reduction of consumption of packaging, etc. ) Design and marketing of green products

    15. Public authorities and collective organizations Role of government (legislation, support and promotion of CSR) Role of NGOs (Non-governmental organizations) – advocates of societal demands Role of business associations (dissemination of CSR awareness among members) Role of local authorities (supporters & collaborators)

    16. Conclusions CSR is essential for SMEs Appreciation of CSR & Better implementation knowledge are required Integration of CSR in strategy Interest/commitment of owner/manager crucial for CSR

    17. Recommendations Self-test for current CSR performance Best practice of others (especially SMEs) Timetable and budget for implementation Monitoring CSR activities/ measuring CSR performance Start from existing actions & adapt CSR activities to nature, needs of particular SME

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