Abstract
This article aims to show the extent to which strategic organizational resources and assets may determine the type of CSR strategy deployed in SMEs. It is based on the Resource Based View (RBV) approach that allows the authors to propose a theoretical grid to analyse CSR commitment considering the assets mobilized. We have conducted interviews with two SME chief executives with a view to assessing their perception of both internal and external challenges involved in corporate responsibility policy-making, and then have examined the measures implemented in their firms as well as the resources mobilized. We conclude that although the firms have similar resources at their disposal, they actually demonstrate quite different levels of commitment to responsibility in practice.
Highlights
The fact that corporate enterprises need to take ecological and social expectations into account in matters of strategic management has been amply demonstrated and confirmed by several research studies (Donaldson & Preston, 1995; Shrivastava & Hart, 1996; Hart, 1997; Reynaud, 1997; Reynaud & Rollet, 2001; Martinet & Reynaud, 2001, 2004; Reynaud et al, 2006)
This article aims to show the extent to which strategic organizational resources and assets may determine the type of CSR strategy deployed in SMEs
It is based on the Resource Based View (RBV) approach that allows the authors to propose a theoretical grid to analyse CSR commitment considering the assets mobilized
Summary
The fact that corporate enterprises need to take ecological and social expectations into account in matters of strategic management has been amply demonstrated and confirmed by several research studies (Donaldson & Preston, 1995; Shrivastava & Hart, 1996; Hart, 1997; Reynaud, 1997; Reynaud & Rollet, 2001; Martinet & Reynaud, 2001, 2004; Reynaud et al, 2006) These studies demonstrate that there is a certain amount of choice offered to the business world in the way responsible strategy can be implemented in practice (Carroll, 1979; Rugman & Verbeke, 1998; Martinet & Reynaud, 2004; Sharma & Vredenburg, 1998). This range of contrasting responses e.g. CSR measures barely integrated into overall policy versus militant SMEs which place CSR at the very heart of their strategic planning – has formed the basis of numerous research works carried out to identify the main reasons which motivate SMEs to commit to responsible policy-making
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