Corporate Social Responsibility (CSR) in Multinational Companies (MNCs), Small-to-Medium Enterprises (SMEs), and Small B

The Corporate Social Responsibility (CSR) debate has long focused on multinational corporations (MNCs) driven primarily by a western-centric conception, whereas the debate has remained largely limited for small-medium sized enterprises (SMEs) (Jamali et a

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REPORT

Contents 1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 CSR in SMEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.1 Characteristics, Strengths, and Weaknesses of SMEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.2 Drivers of CSR in SMEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2.3 Challenges of SMEs in CSR Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 CSR in MNCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.1 Characteristics, Strengths, and Weaknesses of MNCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.2 Drivers of CSR in MNCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3 Challenges of MNCs in CSR Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Relationships Between SMEs and MNCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Theoretical Perspectives on CSR in Terms of SMEs and MNCs . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1 Carroll’s (1979) CSR Pyramid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2 Wood’s (1991) Corporate Social Performance Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3 Freeman’s (1984) Stakeholder Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4 Waddock et al. (2002) Total Responsibility Management Framework . . . . . . . . . . . . . . . 5.5 Windsor’s (2006) CSR Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.6 Hemingway and Maclagan’s (2004) Framework for Analyzing CSR . . . . . . . . . . . . . . . . 6 Comparison of SMEs and MNCs in Terms of CSR Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.1 Environmental Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.2 Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.3 Communication of CSR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6.4 Supply Chains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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