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Establishing strategic CSR in SMEs: an Austrian CSR quality seal to substantiate the strategic CSR performance

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  • Ulrike Gelbmann

    (University of Graz, Austria)

Abstract

Integrating CSR into their strategy system can help enterprises to produce a competitive advantage. This can both add to their long-term prosperity and help increase overall sustainability, provided they use a broad, dynamic approach to CSR that is compatible with strategic management. SMEs in particular often feature excellent responsibility performance, without realizing it and without trying to benefit from it. In Austria, as in other countries, SMEs often suppose CSR to be a domain of large enterprises: too bureaucratic, expensive, time-consuming and complex. This paper presents a case from Austria, the development of an official CSR Quality Seal directed at SMEs to help them communicate their sustainability performance effectively and display a visible sign for their stakeholders. The seal was devised to meet objections to the application of standardized CSR tools in industry, especially in SMEs. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Ulrike Gelbmann, 2010. "Establishing strategic CSR in SMEs: an Austrian CSR quality seal to substantiate the strategic CSR performance," Sustainable Development, John Wiley & Sons, Ltd., vol. 18(2), pages 90-98.
  • Handle: RePEc:wly:sustdv:v:18:y:2010:i:2:p:90-98 DOI: 10.1002/sd.448
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    References listed on IDEAS

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    1. David Murillo & Josep Lozano, 2006. "SMEs and CSR: An Approach to CSR in their Own Words," Journal of Business Ethics, Springer, vol. 67(3), pages 227-240, September.
    2. Ali Bagheri & Peder Hjorth, 2007. "Planning for sustainable development: a paradigm shift towards a process-based approach," Sustainable Development, John Wiley & Sons, Ltd., vol. 15(2), pages 83-96.
    3. Alfred A. Marcus & Marc H. Anderson, 2006. "A General Dynamic Capability: Does it Propagate Business "and" Social Competencies in the Retail Food Industry?," Journal of Management Studies, Wiley Blackwell, vol. 43(1), pages 19-46, January.
    4. Ring, Irene, 1997. "Evolutionary strategies in environmental policy," Ecological Economics, Elsevier, vol. 23(3), pages 237-249, December.
    5. Joao Mota & Luis M. de Castro, 2004. "A Capabilities Perspective on the Evolution of Firm Boundaries: A Comparative Case Example from the Portuguese Moulds Industry," Journal of Management Studies, Wiley Blackwell, vol. 41(2), pages 295-316, March.
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    Cited by:

    1. Olga Bruyaka & Hanko Zeitzmann & Isabelle Chalamon & Richard Wokutch & Pooja Thakur, 2013. "Strategic Corporate Social Responsibility and Orphan Drug Development: Insights from the US and the EU Biopharmaceutical Industry," Journal of Business Ethics, Springer, vol. 117(1), pages 45-65, September.
    2. repec:col:000129:015796 is not listed on IDEAS

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