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corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companies

Iain A.Davies1and Andrew Crane2
英国巴斯大学留学生企业社会责任论文定制 Bath University, Bath, UK
Employee buy-in is a key factor in ensuring small- and medium-size enterprise (SME) engagement withcorporate social responsibility (CSR). In this exploratory study, we use participant observation and semistructuredinterviews to investigate the way in which three fair trade SMEs utilise human resourcemanagement (and selection and socialisation in particular) to create employee engagement in a strong triplebottomline philosophy, while simultaneously coping with resource and size constraints. The conclusionssuggest that there is a strong desire for, but tradeoff within these companies between selection of individualswho already identify with the triple bottomline philosophy and individuals with experience and capability todeal with mainstream brand management – two critical employee attributes that appear to be rarely foundtogether. The more important the business experience to the organisation, the more effort the organisationmust expend in formalising their socialisation programmes to ensure employee engagement. A key method indoing this is increasing employee knowledge of, and affection for, the target beneficiaries of the CSRprogramme (increased moral intensity).
Introduction
Corporate social responsibility (CSR) has becomean increasingly accepted topic for both mainstreampractice and academic discussion. It focuses onmoving organisations away from a single bottomlinephilosophy (economic) to encouraging organisationsto undertake roles traditionally seen as beyond thecope of the profit-seeking organisation such asenvironmental protection, supporting education andinvolvement in the community (Curran et al. 2000,Crane & Matten 2007). One of the most commonlyreferenced terms for this is the ‘triple bottom line’
(economic, social and environmental) (Elkington1997), which focuses on reducing or negating
organisations’ negative impacts on the world aroundthem and increasing or improving their positive
impact. While the literature on developing a triplebottomline approach to business is wide-ranging, in
this paper we examine two relatively underexaminedaspects – namely (i) how such an orientation is
developed in small- and medium-sized firms and (ii)how this is inculcated through human resource (HR)
practices.doi: 10.1111/j.1467-8608.2010.01586.x r 2010 The Authors
Journal compilation r 2010 Blackwell Publishing Ltd., 9600 Garsington Road,
126 Oxford, OX4 2DQ, UK and 350 Main St, Malden, MA 02148, USA
Business Ethics: A European Review
Volume 19 Number 2 April 2010
To date, most research in CSR focuses on largeorganisations (Storey 1994, Massey 2003), with very
limited discussion of small- and medium-sizedenterprises (SMEs) (Jenkins 2006, Perrini et al.2007). This is a result of the conventional logic https://www.51lunwen.org/CorporateSocialResponsibility/2011/0626/0856305313.htmlthatsuggests that large organisations are the heart of theeconomy (Jenkins 2004) and that SMEs are ‘littlebig companies’ (Tilley 2000), where CSR theory cansimply be scaled down to ‘fit’ (Jenkins 2006, 2009,Morsing & Perrini 2009). It can be argued, however,that this logic is flawed. Despite SMEs rarelyattracting national media attention (Storey 1994)and having only a minimal impact individually,SMEs make up a sizable portion of the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。