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Achieving Effective Sustainable Management: A Small‐Medium Enterprise Case Study

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  • Heather Stewart
  • Rod Gapp

Abstract

In order to have a greater understanding of corporate social responsibility (CSR) within small to medium‐sized enterprises (SMEs), this paper investigates continual learning that has occurred in an exemplary SME. This qualitative case study used interviews, observations, and memorandums to investigate an SME that has achieved national recognition in sustainable management practices. Reflective and cyclical learning within a participative environment allowed for the internalisation of values, behaviours, beliefs, and actions required for the positive uptake of CSR and sustainable management practice. Measurable results were identified in terms of business performance that can be directly attributed to the SME's greater social and environmental engagement. This initial investigation highlights the relationship between learning, the development of organisational values that underpin CSR and improved business performance within an SME setting. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.

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  • Heather Stewart & Rod Gapp, 2014. "Achieving Effective Sustainable Management: A Small‐Medium Enterprise Case Study," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 21(1), pages 52-64, January.
    • Handle: RePEc:wly:corsem:v:21:y:2014:i:1:p:52-64
    DOI: 10.1002/csr.1305
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    References listed on IDEAS

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    2. Céline Bérard & Christelle Bruyere & Séverine Saleilles, 2015. "Sustainability-driven and high-growth SMEs: A paradox approach [Las PYME de sostenibilidad impulsada y el alto crecimiento: Un enfoque por las paradojas]," Post-Print halshs-01354704, HAL.
    3. Chrisovalantis Malesios & Antonis Skouloudis & Prasanta Kumar Dey & Fouad Ben Abdelaziz & Apostolos Kantartzis & Konstantinos Evangelinos, 2018. "Impact of small‐ and medium‐sized enterprises sustainability practices and performance on economic growth from a managerial perspective: Modeling considerations and empirical analysis results," Business Strategy and the Environment, Wiley Blackwell, vol. 27(7), pages 960-972, November.
    4. Gaurav Dawar & Seema Singh, 2022. "How Can Small and Medium Enterprises Effectively Implement Corporate Social Responsibility?: An Indian Perspective," Global Business Review, International Management Institute, vol. 23(3), pages 756-784, June.
    5. Andrew Ngawenja Mzembe & Yvonne Novakovic & Frans Melissen & Grace Kamanga, 2019. "Institutional bricolage as an antecedent of social value creation in a developing country's tourism and hospitality industry," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(4), pages 997-1008, July.
    6. Johan Graafland & Hugo Smid, 2016. "Environmental Impacts of SMEs and the Effects of Formal Management Tools: Evidence from EU's Largest Survey," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 23(5), pages 297-307, September.
    7. Céline Bérard & Christelle Bruyère & Séverine Saleilles, 2015. "Les PME axées sur la durabilité et à forte croissance : une approche par les paradoxes," Post-Print hal-04010385, HAL.
    8. Francesco Testa & Natalia Marzia Gusmerottia & Filippo Corsini & Emilio Passetti & Fabio Iraldo, 2016. "Factors Affecting Environmental Management by Small and Micro Firms: The Importance of Entrepreneurs’ Attitudes and Environmental Investment," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 23(6), pages 373-385, November.
    9. Clare Jane M. Burns & Luke Houghton & Heather Stewart, 2020. "Sustainability – A key to Australian finance directors improving their organisation's CSR culture," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(2), pages 1164-1176, March.

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