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CSR-Oriented SMEs: A Question of Entrepreneurial Virtues in Action? Reflections in Theory and Practice

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Corporate Social Responsibility

Part of the book series: CSR, Sustainability, Ethics & Governance ((CSEG))

Abstract

Does an adhesion to the philosophy and to the practices of CSR arise from entrepreneurial virtues? How are entrepreneurial values and attitudes influenced by (and derived from) entrepreneurial virtues? Starting from these research questions the paper describes, after an analysis of the literary framework on business ethics and CSR in SMEs, the principal findings that have emerged from a qualitative investigation focused on a multiple case-study relative to two Italian SMEs, in which the entrepreneur’s objectives complies with both economic and social issues and are inspired by virtues. Empirical analysis highlights the importance of transcendental values (virtues) which lie at the bases of the choices and decisions made by top management heads. Such values are transferred to the entire organization thus making the approach towards social responsibility and sustainability authentic and effective.

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Notes

  1. 1.

    “Human goods (values) entail principles and norms (rules) and, acting in accordance with such norms, the agent acquires human virtues, which in turn favor the discovery of goods and the interior strength to obtain them” (Melé, 2009: p. 89).

  2. 2.

    Among Schwartz's value dimension there are: power, achievement, hedonism, stimulation, self-direction, universalism, benevolence, tradition, conformity, security and safety.

  3. 3.

    Universalism includes: understanding, appreciation, tolerance, and protection for the welfare of all people and for nature. Benevolence includes: preservation and enhancement of the welfare of people with whom one is in frequent personal contact.

  4. 4.

    The study finds support for the notion that although individuals differ concerning the importance they attach to different values, across cultures, the relative importance people attribute to certain values is much more similar than different. For instance, benevolence, a value that promotes cooperation within a group is ranked highest across cultures, whereas power, which emphasizes the individual over the group, is of little importance to most people in most cultures.

  5. 5.

    See Melé, 2009, Evaluating the business actions: p. 73–75.

  6. 6.

    Further virtues, able to facilitate the practice of the cardinal ones, are hope, humility, honesty, etc.

  7. 7.

    BoxMarche adopts the “philosophy of the smile,” which celebrates the value of cordiality as a fundamental part of every human relation. Some instruments are: the Pleasure Graph, a sort of self-evaluation of by the department heads; research on staff satisfaction; incentive trips and company dinners for workers and for charity; scholarships for workers’ children; inclusion in cultural and artistic events promoted in the territory.

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Authors and Affiliations

  1. Faculty of Economics, Department of Economics, Society and Politics, University of Urbino “Carlo Bo”, Via Saffi, 42, 61029, Urbino (PU), Italy

    Mara Del Baldo

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  1. Mara Del Baldo
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  1. Department of Management and Marketing, Bloomsburg University of Pennsylvania, Bloomsburg, Pennsylvania, USA

    John O. Okpara

  2. Faculty of Business & Law, London Metropolitan University, London, United Kingdom

    Samuel O. Idowu

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Del Baldo, M. (2013). CSR-Oriented SMEs: A Question of Entrepreneurial Virtues in Action? Reflections in Theory and Practice. In: Okpara, J., Idowu, S. (eds) Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-40975-2_9

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