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Integrating Corporate Social Responsibility at the Start-up Level: Constraint or Catalyst for Opportunity Identification?

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  • Vincent Lefebvre

    ()
    (ISC Paris Business School - ISC Paris Business School)

  • Miruna Radu Lefebvre

    ()
    (Audencia Recherche - Audencia)

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    Abstract

    This conceptual paper examines the issue of integrating CSR at the start-up level with the aim of increasing the firm's ability to identify new opportunities. Both a constraint and an occasion to strengthen the company's legitimacy and competitive advantage, CSR principles and practices are a key vehicle for opportunity identification and implementation. Historically, SMEs have contributed significantly to the improvement of existing products and services, and the creation of new ones. Grounding CSR in the strategy of enterprises at the start-up level is increasingly examined as an effective management tool with multiple benefits for opportunity identification. CSR may be promoted as a means of nurturing creativity and innovation at the start-up level and beyond, through pushing entrepreneurs to imagine new business models, to discover new raw materials, as well as to create new products and services so as to respond to both economic and social expectations.

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    File URL: http://hal-audencia.archives-ouvertes.fr/docs/00/83/68/56/PDF/Article_2012_CSR.pdf
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    Bibliographic Info

    Paper provided by HAL in its series Post-Print with number hal-00836856.

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    Date of creation: 01 Jul 2012
    Date of revision:
    Publication status: Published, International Business Research, 2012, 5, 7, 17-27
    Handle: RePEc:hal:journl:hal-00836856

    Note: View the original document on HAL open archive server: http://hal-audencia.archives-ouvertes.fr/hal-00836856
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    Web page: http://hal.archives-ouvertes.fr/

    Related research

    Keywords: opportunity recognition; entrepreneurial opportunity; CSR; entrepreneurship; creativity;

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    1. Abagail McWilliams & Donald S. Siegel & Patrick M. Wright, 2006. "Corporate Social Responsibility: Strategic Implications," Journal of Management Studies, Wiley Blackwell, vol. 43(1), pages 1-18, 01.
    2. Lee, Joo-Heon & Venkataraman, S., 2006. "Aspirations, market offerings, and the pursuit of entrepreneurial opportunities," Journal of Business Venturing, Elsevier, vol. 21(1), pages 107-123, January.
    3. Carroll, Archie B., 1991. "The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders," Business Horizons, Elsevier, vol. 34(4), pages 39-48.
    4. Heledd Jenkins, 2006. "Small Business Champions for Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 67(3), pages 241-256, September.
    5. Alistair R. Anderson, 2000. "Paradox in the periphery: an entrepreneurial reconstruction?," Entrepreneurship & Regional Development, Taylor & Francis Journals, vol. 12(2), pages 91-109, April.
    6. Bruce Kogut, 2002. "Capital market development and mass privatization are logical contradictions: lessons from Russia and the Czech Republic," Industrial and Corporate Change, Oxford University Press, vol. 11(1), pages 1-37, February.
    7. Israel M. Kirzner, 1997. "Entrepreneurial Discovery and the Competitive Market Process: An Austrian Approach," Journal of Economic Literature, American Economic Association, vol. 35(1), pages 60-85, March.
    8. Mark Casson & Nigel Wadeson, 2007. "The Discovery of Opportunities: Extending the Economic Theory of the Entrepreneur," Small Business Economics, Springer, vol. 28(4), pages 285-300, April.
    9. Yosem Companys & Jeffery McMullen, 2007. "Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities," Small Business Economics, Springer, vol. 28(4), pages 301-322, April.
    10. Ucbasaran, Deniz & Westhead, Paul & Wright, Mike, 2009. "The extent and nature of opportunity identification by experienced entrepreneurs," Journal of Business Venturing, Elsevier, vol. 24(2), pages 99-115, March.
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