ANALYSIS OF FACTORS HINDERING IMPLEMENTATION OF

CORPORATE SOCIAL RESPONSIBILITY IN KENYA

(A CASE OF SELECTED SMES IN NAIROBI)
MUEMA JOYCE KAKUNAA
BUS -3 -1557 -1/!11
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1
CHAPTER ONE: INTRODUCTION
181BACKGROUND OF THE STUDY
18181 CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsi,.*./6 .# ;1(41 ,6 #"7"%$* &(1&")/# #+&' $# S(&.$*
R"#)(1#.,.*./6 (SR)9 C(%)(%$/" C./.<"1#'.) (CC)9 C(%)(%$/" S+#/$.1$,.*./6 $10
-$16 (/'"%#8 (H+*&(-,9"/ $*9 !!7)8 T'"#" &(1&")/# .1/"%%"*$/" $10 (7"%*$)9
-$;.15 ./ )%(,*"-$/.& /( &*"$%*6 0.#/.15+.#' ,"/4""1 /'"- (=$00(&;9!!>)8
"Corporate Social Responsibility (CSR) .# /'" &(1/.1+.15 &(--./-"1/ ,6 ,+#.1"## /(
,"'$7" "/'.&$**6 $10 &(1/%.,+/" /( "&(1(-.& 0"7"*()-"1/ 4'.*" .-)%(7.15 /'"
3+$*./6 (2 *.2" (2 /'" 4(%;2(%&" $10 /'".% 2$-.*."# $# 4"** $# (2 /'" *(&$* &(--+1./6
$10 #(&."/6 $/ *$%5"? (M(.%9!11)8 According to business in the community (BITC),
@CSR is the management o a company!s positi"e impact on society and en"ironment
through its operations, products or ser"ices and through its interaction #ith the $ey
sta$eholders such as employees, customers, in"estors, suppliers and the community%
CSR is the integration o business operations and "alues, #hereby the interests o all
sta$eholders are relected in the company&s policies and actions%CSR is represented by
the contributions underta$en by companies to society through its core business
acti"ities, its social in"estment and philanthropy programs and its engagement in public
policy%
'
It '$# ,"&(-" $ 4(%*04.0" 0"-$10 /( $** &(%)(%$/.(1#9 *$%5" (% #-$**9 *(&$* (%
.1/"%1$/.(1$* $10 ./ is "ie#ed as a "ital concept that businesses o all types and si(e
need to understand and implement as a corporate strategy% CSR has risen to be an
important concept and research topic in the study o most o the organi(ations either big
or small% In recent years CSR has become a undamental business practice and has
gained much attention rom chie e)ecuti"es, chairmen, boards o directors and
e)ecuti"e management teams o larger international companies% They understand that a
strong CSR program is an essential element in achie"ing good business practices and
eecti"e leadership% Companies ha"e determined that their impact on the economic,
social and en"ironmental landscape directly aects their relationships #ith sta$eholders,
in particular in"estors, employees, customers, business partners, go"ernments and
communities% The small and medium*si(e enterprises (S+,s) are particularly sensiti"e
to the problems surrounding social responsibility- the small entrepreneur ..e)periences!!
in person, together #ith his amily and his employees, the territory in #hich he operates,
and shares #ith them both results and #orries% The relationship he holds #ith the local
authorities is ar closer and more direct than that o a large business (/ongo et al,'001)%
1818 SMALL AND MEDIUM ENTERPRISES
S+,s are ac$no#ledged as the main instruments or employment generation and
economic gro#th% They are mostly the bac$bone o most economics in Arica% (S+,s)
are one o the largest sectors in the 2enyan economy employing about 314 o the
#or$orce and contributing about 15%64 o the country!s 7ross 8omestic 9roduct
:
(789) (,AB;, +ay '011)% The term S+, has no uni"ersally accepted deinition%
8einitions "ary rom country to country and bet#een the sources reporting S+,
statistics% The most commonly used deinition criteria include the number o employees,
"alue o assets, "alue o sales and si(e o capital (2A+, '00<)% The most common
deinitional basis used is employees because o the ease #ith #hich inormation is
collected% The +S+, bill '00< identiies t#o criteria to deine S+,s- The number o
employees and the company!s annual turno"er% A small enterprise has thus been
described as a irm #ith more than 10 but less than 10 employees #ith an annual
turno"er o bet#een 2shs 100,000 and 2shs 1 million% A medium enterprise has been
described as a irm #ith more than 10 but less than 100 employees and an annual turn
o"er o bet#een 2shs 1 million and 2shs 500 million (2A+, '00<)%
There is a common assumption that companies #ill act in a socially responsible
manner because o ethical obligations that are either internally or e)ternally moti"ated%
CSR has traditionally been practiced mainly by the corporate sector but no# e"en the
S+,s ought to implement CSR% 8espite the #idespread practical and academic interest
in CSR and its impact on S+,s! competiti"eness, theoretical and empirical studies are
limited% CSR has been greatly researched in relation to the large companies but less has
been done in respect to S+,s especially in 2enya% Although CSR has been mainly
discussed in the conte)t o larger businesses, it can also be used as a strategic tool to
enhance the competiti"eness o S+,s (+andl, '00<- 11= S(abo, '005- 13)% 7enerally it
is recogni(ed that S+,s ace uni>ue challenges, #hich aect their gro#th and
6
proitability and hence, diminish their ability to contribute eecti"ely to sustainable
de"elopment% It has been argued that all organi(ations ha"e an impact on society and
the en"ironment through their operations, products and ser"ices and through their
interaction #ith $ey sta$eholders and thereore CSR is important in all irms either large
or small (;illiams, '001)%
?or e)ample, S+,s #ill dispose their #aste #rongly and go orth to complain that
the go"ernment is not perorming its duties% As much as the go"ernment through the
local authorities should ensure that garbage is collected regularly and disposed in the
right #ay, S+,!s should ensure that the en"ironment is #ell ta$en care o% The small
irms can contribute a lot to the society surrounding them by underta$ing CSR acti"ities
#hich can help impro"e the country as a #hole% Some S+,s #ill not #or$ to#ards
en"ironment conser"ation yet they are the ones #ho are destroying the en"ironment%
S+,s should ta$e ad"antage o CSR acti"ities due to their irreplaceable role in the local
communities and also enhance socioeconomic de"elopment
1%' STATEMENT OF THE PROBLEM
The #ord .Corporate! has been misleading in that most S+,s ha"e associated CSR
#ith the big corporations and not them% CSR concept is generic in nature and is
applicable to organi(ations regardless o type and si(e @ rom public to pri"ate, rom
small to medium si(ed enterprises to multinational enterprises (AeBati and Amran,
'00<)% +ost S+,!s ha"e let the multinational corporations to be the ones to be
in"ol"ed #ith CSR acti"ities% +ost scholars ha"e been ocusing great engagement o
1
CSR to big corporations and simply ignoring the possible contribution o S+,s due to
the percei"ed lac$ o resources% Cen$ins ('006) critici(es the lac$ o S+, representation
in the CSR discourse and literature and sho#s ho# it assumes that large irms are the
norm% She suggests that there is a need to de"elop particular CSR strategies or S+,!s
ta$ing into consideration the dierence bet#een S+,!s and large irms% +ost S+,s are
not in"ol"ed in any o the CSR acti"ities and due to the increase o competition, CSR
agenda should be underta$en as a competiti"e strategy by the S+,s in 2enya% In
Aairobi, the number o S+,s implementing CSR is so minimal that ma$es the
researcher as$ #hat hinders S+,s rom implementing CSR%
1%: PURPOSE OF THE STUDY
The purpose o this research is to analy(e actors that hinder implementation o CSR
by S+,!s in Aairobi, 2enya%
18> RESEARCH OBJECTIAES
The ollo#ing obBecti"es #ill enable the researcher analy(e actors that hinder
implementation o CSR by S+,s in Aairobi, 2enya
1%6%1 GENERAL OBJECTIAES
The general obBecti"e o the study is to identiy the actors that hinder implementation
o CSR by S+,s in Aairobi, 2enya%
D
1%6%' SPECIFIC OBJECTIAES
1% To determine #hether sta$eholders! e)pectations hinder implementation o CSR
by S+,!s in Aairobi, 2enya%
'% To determine ho# managementEo#nership hinders implementation CSR by
S+,s in Aairobi, 2enya%
:% To ind out ho# inancial resources hinders implementation CSR by S+,s in
Aairobi, 2enya%
6% To establish ho# technical capacity hinders implementation o CSR by S+,s in
Aairobi, 2enya%
1%1 RESEARCH BUESTIONS
The ollo#ing research >uestions #ill guide the researcher in the study-
1% Fo# do sta$eholders! e)pectations hinder implementation o CSR by S+,!s in
Aairobi, 2enyaG
'% Fo# does the managementEo#nership o S+,s hinder implementation o CSR
by S+,s in Aairobi, 2enyaG
:% Fo# do inancial resources hinder S+,!s rom implementing CSR in Aairobi,
2enyaG
6% Fo# does technical capacity hinder implementation o CSR by S+,s in
Aairobi, 2enyaG
3
1%D JUSTIFICATION OF THE STUDY
The study is important to the researcher as it is a re>uirement or the ulillment o
+asters 8egree in Business Administration% It #ill e>uip the student #ith the research
and analytical s$ills necessary% The study #ill be o beneit to the S+,s in 2enya or it
#ill gi"e them an insight on the actors that hinder implementation o CSR and a deeper
understanding o #hat CSR is all about% This #ill enable S+,!s implement CSR as a
competiti"e strategy #hich #ill enable them achie"e and maintain competiti"e
ad"antage o"er their competitors% The study #ill be important to the go"ernment to
enable it identiy the CSR acti"ities that S+,s can underta$e to impro"e on the national
gro#th% The research #ill also enable the academicians to ha"e a reerence on the study
on CSR by S+,!s%
1%3 LIMITATIONS OF THE STUDY
The researcher e)pects to meet some respondents #ho are not #illing to gi"e
inormation ully either because they don!t understand CSR or because they are "ery
busy in their businesses% Some respondents may not be ree to gi"e some inormation
due to the policies #ithin their organi(ation o pri"acy and conidentiality%
The distance bet#een S+,!s location can be a limitation to the researcher #hen
gathering and collecting data%
5
1%5 DELIMITATION OF THE STUDY
The abo"e constraints can be minimi(ed by obtaining a #ritten authority rom the
uni"ersity to collect data% Respondents #ill be assured o their conidentially
1%< OPERATIONAL DEFINITION OF TERMS
Corporate Social Responsibility (CSR)
Small and +edium ,nterprises (S+,s)
Corporate Strategy (CS)
Aairobi Central Business 8istrict (ACB8)
<
CHAPTER T=O: LITERATURE REAIE=
81 INTRODUCTION
This chapter #ill gi"e a re"ie# o related literature and summary o related studies in
this area o research% It #ill in"ol"e a systematic identiication, location and analysis o
documents containing inormation related to the research problem being analy(ed% The
main ocus #ill be on the actors hindering S+,!s rom implementing CSR in Aairobi,
2enya%
8 THEORETICAL ORIENTATION
Corporate social responsibility can be #ell underta$en i theories in relation to CSR are
#ell understood% There are se"eral theories, models and concepts related to CSR
de"eloped by dierent scholars% ?or the purpose o this study the belo# theories #ill
used%
881 STAKEHOLDER THEORY
The Sta$eholder theory encompasses the idea that irms can be seen as systems
#hose sur"i"al depends on their ability to satisy a particular set o audiences% These
audiences are reerred to as sta$eholders #ho can be identiied by their Ho#nership,
rights or interests in a corporation and its acti"ities, past, present or uture% (Clar$son,
1<<1)% Sta$e holder theory is concerned #ith groups o people that are not too distant
or a company% It relies on the idea that ties e)ist bet#een a irm!s acti"ities and the
sta$eholder!s situation or contrary bet#een the sta$eholder!s acti"ities and the irm!s
10
situation% The sta$eholder theory o the irm is used as a basis to analy(e those groups to
#hom the irm should be responsible%
?reeman!s classic deinition o a sta$eholder is Hany group or indi"idual #ho
can aect or is aected by the achie"ement o the organi(ation!s obBecti"esI%
Sta$eholders are typically analy(ed into primary and secondary sta$eholders% Clar$son
(1<<1-10DJ deines a primary sta$eholder group as Hone #ithout #hose continuing
participation the corporation cannot sur"i"e as a going concernI% These may include
shareholders, in"estors, employees, managers, customers, suppliers, creditors, retailers,
go"ernments and communities that pro"ide inrastructures and mar$ets% Secondary
sta$eholder groups are deined as Hthose #ho inluence or aect, or are inluenced or
aected by the corporation, but they are not engaged in transactions #ith the
corporation and are not essential or its sur"i"alI%
Sta$eholder theory is the accepted paradigm to e)plain #hy companies in"ol"e
themsel"es in socially responsible acti"ity as strategy to ma)imi(e their long run return
on in"estment @ sustainable business success, by recogni(ing the importance o each
sta$eholder group and incorporating this $no#ledge into their corporate strategy (Samy
et al%, '010)% Although sta$eholder theory #as de"eloped primarily or large irms, it is
applicable to all irms (Cen$ins, '006)% It ac$no#ledges ho# a multitude o groups and
indi"iduals can be important to a company at "arious le"els and in dierent situations
(Blombac$ and ;irgen, '00<)%
S+,s should $no# the sta$eholders to #hom they should be responsible to%
They should identiy #hat type o corporate social responsibilities to be underta$en% It
11
should be noted that #ithout economic responsibility it #ould be impossible to
underta$e any other responsibility%
88 SOCIAL CONTRACTS THEORY
7ary, et al% (1<<D) describes society as Ha series o social contracts bet#een
members o society and society itsel% This theory is based on the idea that society
resides on a number o social contracts #hich are held bet#een dierent groups in the
society% These contracts are implicit in $ind and assume that social norms guide ho# the
organi(ations beha"e% (Blombac$ and ;irgen, '00<)% In the conte)t o CSR, most
businesses might act in a responsible manner not only because it is o commercial
interest to them but because it!s ho# the society e)pects the business to operate%
8onaldson and 8unee (1<<<) de"eloped Integrated Social Contracts Theory as
a #ay or managers to ta$e decisions in an ethical conte)t% These contracts are di"ided
into macro social contracts and microsocial contracts% The management is re>uired to
continuously ensure that local norms and social systems are in place in order to conduct
CSR in a #ay that suits the surrounding community% Krgani(ations don!t operate in a
"acuum but in an en"ironment that!s #hy they need to treat the "arious parties
responsibly% This brings strong relationships #ithin a business en"ironment that boost
the operations o the organi(ation% The social contract signiies the relationship bet#een
society and business% Business hosts their operations #ithin society and in return society
e)pects business to sho# responsibility or aspects o its operations% According to the
1'
contract, society recogni(es organi(ations as agents, particularly in the eyes o the la#, and
authori(es them to use land, natural resources and oer employment%
883 LEGITIMACY THEORY
Suchman (1<<1) deines legitimacy as Ha generali(ed perception or assumption
that the actions o an entity are desirable, proper or appropriate #ithin some socially
constructed system o norms, "alues, belies and deinitionsI% According to Suchman, an
organi(ations! legitimacy is tied to its beha"ioral patterns and general perception o this
pattern as acceptable by a group o beholders% +oir ('001), CSR can be interpreted as
irms! attempts to gain, impro"e or maintain legitimacy% ?irms can ta$e action to
legitimi(e their businesses although the society may grant the legitimacy and po#er
under the assumption that they #ill act responsibly and in a #ay that is beneicial to the
society% I organi(ations don!t act in the .right! #ay they #ill lose the legitimacy
e"entually% (+oir, '001)%
Suchman points out that Hlegitimacy management rests hea"ily on communicationI%
Thereore in any attempt to in"ol"e legitimacy theory, there is a need to e)amine some
orms o corporate communication% +anagement should create a good ollo# o
inormation #ithin the organi(ation to enable all related parties to recei"e it on time and
in the right manner% Transparency, honesty and clarity o inormation #ill enable an
organi(ation to ha"e a strong culture #hich can enhance $no#ledge management% As
pointed by Ae#son and 8eegan ('00') the legitimacy theory directly relies on the
concept o social contract #hereby it emphasi(es on ho# organi(ations are dependent
on their en"ironments, the e)pectations rom the society
1:
that might be changing across time and ho# irms attempt to Bustiy its e)istence in
society by legitimi(ing its acti"ities%
83 THEORITICAL FRAME=ORK
L
?igure '%1
Source- Author '01'
8> EMPIRICAL LITERATURE REAIE=8
8espite the #idespread practical and academic interest in CSR and its impact on S+,s!
competiti"eness, theoretical and empirical studies are limited% (Turya$ira et al, '010)%
The irm should be able to understand #ho to be socially responsible to and i they are
being directly or indirectly aected by the e)istence o that particular irm% This can be
#ell understood i Sta$eholder Theory is applied% Business de"elopment in general also
16
Sta$eholder Theory
Social Contract Theory
/egitimacy Theory
Corporate Social Responsibility
calls or an understanding and ac$no#ledgement o the rele"ance o implementing CSR
to achie"e legitimacy among central sta$eholders, and to increase business and mar$et
perormance(;illiamson et al%, '00D= Cornelissen, '005)% The CSR acti"ities to be
underta$en are #ell identiied i the sta$eholders are #ell identiied% The Sta$eholder
and Social Contract theories #ill be used to be able to establish clearly #hat is to be
done and to #hom to be done% The management o the organi(ation is responsible to
outline the system o norms, "alues, belies and deinitions in an organi(ation% So
depending #ho is o#ning and managing an organi(ation the /egitimacy theory #ill
enable the irm to be ran socially desirable, proper and appropriate% The inancial
perormance o the irm #ill establish #hat CSR acti"ities can be underta$en by the
irm i they re>uire any unding% Ae"ertheless, not all CSR acti"ities re>uire a lot o
unds% Some can e"en be done #ith no money in"ol"ed% The theories ha"e to be
incorporated together to be able to identiy actors hindering implementation o CSR by
S+,s in Aairobi, 2enya
85 CONCEPTUALICATION
A deinition o the related "aluables and their indicators #ill be sho#n in this
section% The relationship bet#een "ariables #ill be e)plained and presented
diagrammatically% The ollo#ing section e)plains ho# the independent "ariables
interconnect #ith dependent "ariables%
11
8D CONCEPTUAL FRAME=!RK
L
Independent Mariables 8ependent Mariable
?igure '%'
Source- Author '01'
8D81 S/$;"'(*0"%# EE)"&/$/.(1
,nterprises ha"e dierent types o sta$eholders #ho they need to be responsible
to% Sta$eholders e)pect S+,s to be responsible to them in dierent #ays% ,nterprises
ha"e our responsibilities #hich include economic, legal, ethical and
discretionaryEphilanthropic responsibilities% These responsibilities dier according to the
type o sta$eholder%
1D
Sta$eholders! e)pectation
+anagementEo#nership
Implementation o Corporate
Social Responsibility by S+,s
?inancial resources
Technical capacity
8D8 M$1$5"-"1// (41"%#'.)
The management o the irm is the o"erall determinant o #hether the irm #ill
be in"ol"ed in the CSR or not% The management can decide to ignore or participate in
CSR acti"ities% In S+,!s it!s al#ays diicult to dierentiate bet#een the management
and the o#ners, since the o#ners are still the managers o the enterprises% It!s "ery
important to $no# #ho ma$es the decisions related CSR #ithin the en"ironment that the
enterprise operates in%
8D83 F.1$1&.$* %"#(+%&"#
+ost CSR responsibilities re>uire some inancing% I economic responsibilities
are not meet then e"en legal, ethical and discretionaryEphilanthropic responsibilities #ill
not be met% ?inances are the bloodline o any enterprise, #ithout inances an enterprise
is no longer a going concern%
8D8> T"&'1.&$* &$)$&./6
CSR acti"itiesEresponsibilities re>uire human resource so has to be underta$en%
In this study, #e need to analy(e ho# technical capacity can hinder the implementation
o CSR%
87 OPERATIONALICATION
Kperationali(ation in"ol"es determination o ho# to measure dependent "ariables
#hich in this case can be measured using the indicators%
13
8F OPERATIONAL FRAME=ORK
D")"10"1/ I10")"10"1/ P$%$-"/"%#
?ig :
Source- Author, '01'
15
Implementation
K Corporate Social
Responsibility
Sta$eholder!s
e)pectation
+anagementE
K#nership
?inancial
resources
Technical capacity
Beneits o CSR
Aature o CSR
K#ner o enterprise
+anager o enterprise
8ecision ma$er
Ade>uacy o resources
Allocation o resources
Aumber o employees
,)pertise
CHAPTER THREE: RESEARCH METHODOLOGY
381 INTRODUCTION
This chapter #ill describe the procedures that the researcher #ill use to
implement this study% The sampling techni>ues to be used and ho# the data #ill be
collected and analy(ed%
38 RESEARCH DESIGN
According to Krodho ('00:) a research design is a scheme, outline or plan that is
used to generate ans#ers to research problems% It constitutes the blueprint or the
collection, measurement and analysis o data (2athari, '00')% The study #ill be carried
out using descripti"e research design% 8escripti"e research design is used to obtain
inormation concerning the current status o the phenomena to describe "#hat e)ists"
#ith respect to "ariables or conditions in a situation This means a >ualitati"e approach
#ill be employed as it gi"es a narrati"e o phenomena thereby yielding more
inormation because it goes beyond numbers gi"ing a #holesome picture o the
phenomena under study, more inormati"e about speciic phenomena and best e)plains
or describes the obser"able acts% The design #ill be used to gather data rom dierent
S+,!s managers and sta% The design is best suited or a systematic #ay and means o
establishing the actors hindering S+,s rom implementing CSR in Aairobi, 2enya%
383 TARGET POPULATION
1<
The target population #ill be rom the S+,!s located in Aairobi% The sample
population #ill be done through random sampling rom each constituent in Aairobi%
There are 5 constituents in Aairobi and rom each constituent 1 S+,!s #ill be randomly
sampled% This is due to the limit in time and inances to underta$e the research%
T$,*" 381 C(1#/./+"1/# $10 S$-)*"0 SME# R"#)(10"1/#
Aame o constituent Aumber o S+,!s selected ,)pected Respondents
Starehe 1 10
2amu$unBi 1 10
+adara$a 1 10
;estlands 1 10
8agoretti 1 10
2asarani 1 10
,mba$asi 1 10
/angata 1 10
TKTA/ 60 50
Source- Author '01'
38> DATA COLLECTION TECHNIBUE
The main instruments in 8ata collection #ill be through semi structured
>uestionnaires and ace to ace inter"ie#s targeting senior managers in each S+, such
as Sole o#ners, 7eneral +anagers and +ar$eting managers%
The inter"ie#s #ill be both ormal and inormal to the personnel o the S+,!s in
>uestion%
38>81 B+"#/.(1$.%"
This is a designed instrument or collecting data in accordance #ith the speciications o
the research >uestions and obBecti"es% It #ill consist o a set o >uestions to #hich the
'0
respondents #ill ans#er in #riting% The researcher #ill use structured >uestionnaires
#ith both open and close* ended >uestions because it gi"es direction to the data
collection process and it ocuses the research process thereby a"oiding unnecessary
di"ersions% Nuestionnaires #ill either be dropped and pic$ed later
38>8 I1/"%7."4#
The >uestions to be used #ill pro"ide both closed and open*ended responses and the
researcher #ill rate the response according to the "ie# o the respondent%
385 DATA ANALYSIS AND PRESENTATION
8ata collected #ill be analy(ed using S9SS 9ac$age, this pac$age enables the
generation o re>uencies and percentages rom the responses gi"en% 8ata #ill then be
presented in terms o tables and graphs% 9ie charts #ill also be used to indicate the
pictorial impression o the results% The percentages and means generated rom each
response #ill sho# the #eight o each response
38D ETHICAL ISSUES
,thics is the core to human relations and dignity% ,thical codes are #ritten to
co"er the speciic problems and issues that researchers re>uently encounter during
research #or$% In this study, a #ritten re>uest #ill be sent to the respondents to gi"e
researcher permission to research and gather data to help in the research% The
respondents #ill be assured o conidentiality and protection o their name% It #ill
'1
urther be made clear that the inormation gathered #ould solely be used or this study%
Any deception in data collection #ill be disclosed and e)planation gi"en%
38F EGPECTED OUTCOME
The e)pected outcome o this study is to get a clear outline o the actors
hindering S+,s rom implementing CSR and ho# they are trying to o"ercome them%
''
REFERENCES
A>uilera,R%M et al%,('003), Putting the S back in Corporate social responsibility:
A multi- level theory of social change in organizations, Academy o management
re"ie#, Mol%:', Ao%:, pp 5:D*5D:%
Barney,C%B (1<<1), Firm resources and sustained competitive advantage, Cournal
o +anagement, Mol%13, Special issue, pp%<<*1'0%
Blombac$,A% and ;irgen,C%('00<), Challenging the importance of size as
determinant of CS activities, !anagement of "nvironmental #uality: An international
Cournal, Mol%'0, Ao%:, pp%'11*'30%
Carroll, A%B% (1<<1), $he pyramid of corporate social responsibility: $o%ard
the moral management of organizational stakeholders, Business Fori(ons, Mol%:6, pp%
:<*65%
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