英语论文网

Europeaneconomy, with 99.8% of Europe-19 firms beingSMEs and employing nearly 70% of the totalemployed workforce (European Commission 2003)– a far from negligible impact on the economy.Similarly, researchers are now beginning to recognisethat CSR in SMEs may not be generalisablefrom our understanding of CSR in large organisations(Thompson & Smith 1991, Spence & Rutherfoord2003, Grayson 2004, Nielsen & Thomsen2009), and there is also a growing recognition of theunique and important role of CSR in many SMEsand the complications of achieving it (Vyakarnamet al. 1997, Spence 1999, Tilley 2000, Castka et al.2004, Jenkins 2004, 2006).
In particular, Jenkins (2006) highlights the importanceof employee ‘buy-in’ in ensuring that CSRbecomes embedded in the organisation (as part offour steps in championing CSR). Similarly, Corneliuset al. (2008) provide a conceptual insight intothe importance of HR practice in ensuring solidfoundations of a triple bottomline philosophy inSMEs and social enterprise/entrepreneurial organisations,but neither move forward to describe howthis is, or should be, done.
It has long been understood that employeeengagement is the most important antecedent to
attaining objectives in SMEs (Lado & Wilson 1994,Duberley & Walley 1995) and that formalised HR isperceived as fundamental to the success of organisationsas they grow, by nurturing creativity andimproving performance (Bacon et al. 1996, Kotey &
Slade 2005). Yet, to date, the role of employeeengagement in the management of CSR is underexplored.
Thus far, the scant attention paid toemployees in CSR has revolved around internal
stakeholder dialogue and duties of the organisationto its employees (Spence & Lozano 2000, Murillo &
Lozano 2006, Perrini et al. 2007), as well asemployee involvement in CSR (Maclagan 1999)
and the impact of CSR on recruitment (Greening &Turban 2000). We have little insight as yet into how
HR practices can be utilised to support CSR goalsdirectly, particularly in the case of SMEs where HR
strategies are so critical to achieving successfuloutcomes. In this paper, we investigate the HRpractices of a group of fast-growing SMEs providingfair trade products aimed at a mainstream audience.
Data drawn from a longitudinal, exploratory studyinto the commercial success of fair trade companies,
participant observation and extensive interviewsprovide an insight into the challenges of balancing
a triple bottom line in highly competitive marketplacesthrough the management of the human
capital available to the organisations studied. Weexplore both the commercialisation of selection
(how organisations choose new entrants) as fairtrade organisations mainstream their businesses andthe significant role of socialisation (how organisationsalign new entrants with the key values andobjectives) in managing this changing employee basefrom ideologically led to business-focused individuals.CSR engagement in SMEs
SME engagement in CSR has only recently emergedin mainstream academic research (Spence 1999,
Tilley 2000, Spence & Rutherfoord 2001, Castkaet al. 2004, Jenkins 2006, Murillo & Lozano 2006,2009, Hammann et al. 2009, Jenkins 2009, Lynch-Wood et al. 2009, Morsing & Perrini 2009). Therefore,our understanding of how SME engagement is
different from larger organisations is in its genesis
(for examples of this work, see Spence et al. 2003,
Jenkins 2004, Perrini et al. 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。