4 Ergebnisse
Sortierung:
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 50, Heft 2, S. 100747
ISSN: 0090-2616
In: Journal of international studies, Band 11, Heft 1, S. 177-186
ISSN: 2306-3483
In: Acta oeconomica Pragensia: vědecký časopis Vysoke Školy Ekonomické v Praze, Band 24, Heft 2, S. 18-32
ISSN: 1804-2112
In: Social responsibility journal: the official journal of the Social Responsibility Research Network (SRRNet), Band 20, Heft 4, S. 825-842
ISSN: 1758-857X
Purpose
This study aims to explore the effects of long-term orientation (LTO) and strategy formation mode on corporate social responsibility. While many researchers have investigated how large businesses address corporate social responsibility (CSR), there is little empirical evidence on how small- and medium-sized businesses implement CSR or what individual drivers shape this process.
Design/methodology/approach
The paper surveyed 282 small and medium-sized managers from the United Kingdom. The respondents were recruited using platform Prolific Academic.
Findings
The findings reveal that LTO is a prerequisite for developing CSR and shapes strategy formation mode. The findings also suggested that deliberate strategies are positively related to CSR. The results are consistent across different components of LTO (futurity, continuity and perseverance) and CSR types (internal and external).
Originality/value
The results show that all aspects of LTO are relevant for CSR in SMEs. Besides LTO, deliberate strategy formation model is an important factor contributing to CSR. The paper presents as first an empirical contribution to the strategy literature by examining positive relationship between LTO and deliberate strategy formation mode.