University of Vaasa - Vaasan yliopisto

837
2002). The same patterns are often found in international studies as well (e.g. Nielsen
& Thomsen, Russo & Tencati 2009, Jenkins 2009, Grant Thornton 2008, Hudson &
Roloff 2008, Jamali et al 2009, Miller et al. 2008, Burton & Goldsby 2007, Vives
2006, Fuller & Tian 2006, Murillo & Lozano 2006, Jenkins 2004, 2006, Spence et al
2003).
Fundamental aspects of SMEs CR-approach that we consider highly important when
working on SMEs compared to large companies and which are found in almost every
study are the following:
• Ethical motives based on the self-perception as entrepreneur
• Focus on the local community and the employees
• Focus on corporate giving (donations, sponsoring, corporate volunteering)
•
These findings go hand in hand with weaknesses which are not limited to the field of
CR but in fact basic weaknesses of SMEs. Particularly relevant are:
• Lack of resources (time, money, information)
• Lack of strategy
All of these results were confirmed in both our quantitative and qualitative survey.
While analysing CR-perceptions, trying to examine the (still not fully clarified)
question of ethical motives vs. economic motives, we found two behavioural patterns
which the owner-managers, often unknowingly, adopt and switch between: (1) The
ethically motivated entrepreneur and (2) the economically oriented managers. These
patterns are closely connected to the CR-approach as described above.
(1) The first role they take on is that of the ethically motivated entrepreneur. This
follows most empirical findings of above-average responsibility for the local
community and (as part thereof) the employees. Medium-sized entrepreneurs are
much more part of the local community than it is the case with large enterprises. The
local community and the employees are the most important drivers for CR just by
closely observing corporate activities and not even explicitly making demands (see
also Impulse/ Sparkassen Finanzgruppe 2004) or exercising power. The scope of CRactivities
increases noticeably with higher „public awareness“.
Large companies point to their employees and the society too, when asked about
which stakeholders they feel responsible for and they are equally or even more active
(especially regarding employee-oriented activities) compared to SMEs. But while
large companies are primarily reacting to (much more potential than current)
pressure from NGOs and SRI-analysts influencing their most important stakeholders
(customers and shareholders) and perceived economic opportunities, in SMEs we
observe a rather normative approach.
To take on responsibility is considered common standard and goes without saying.
An owner-manager summarized his company’s social and ecological activities – all
of them usually referred to as CR-activities in literature – as follows: ‘To denote this
as social responsibility surely is far-fetched’. The objects of community-oriented