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dc.contributor.authorStewart, Heather
dc.contributor.authorGapp, Rod
dc.contributor.editorProf. Richard Welford
dc.date.accessioned2017-06-29T12:31:24Z
dc.date.available2017-06-29T12:31:24Z
dc.date.issued2014
dc.identifier.issn1535-3958
dc.identifier.doi10.1002/csr.1305
dc.identifier.urihttp://hdl.handle.net/10072/48251
dc.description.abstractIn order to have a greater understanding of corporate social responsibility (CSR) within small to medium-sized enterprises (SMEs), this paper investigates continual learning that has occurred in an exemplary SME. This qualitative case study used interviews, observations, and memorandums to investigate an SME that has achieved national recognition in sustainable management practices. Reflective and cyclical learning within a participative environment allowed for the internalisation of values, behaviours, beliefs, and actions required for the positive uptake of CSR and sustainable management practice. Measurable results were identified in terms of business performance that can be directly attributed to the SME's greater social and environmental engagement. This initial investigation highlights the relationship between learning, the development of organisational values that underpin CSR and improved business performance within an SME setting.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent159660 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherJohn Wiley & Sons Ltd.
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom52
dc.relation.ispartofpageto64
dc.relation.ispartofissue1
dc.relation.ispartofjournalCorporate Social Responsibility and Environmental Management
dc.relation.ispartofvolume21
dc.rights.retentionY
dc.subject.fieldofresearchCorporate Governance and Stakeholder Engagement
dc.subject.fieldofresearchEnvironmental Science and Management
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchPolicy and Administration
dc.subject.fieldofresearchcode150303
dc.subject.fieldofresearchcode0502
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1605
dc.titleAchieving Effective Sustainable Management: A Small-Medium Enterprise Case Study
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyGriffith Business School, Department of International Business and Asian Studies
gro.rights.copyright© 2012 John Wiley & Sons, Ltd. And ERP Environment. This is the peer reviewed version of the following article: Achieving Effective Sustainable Management: ASmall-Medium Enterprise Case Study, Corporate Social Responsibility and Environmental Management, Vol. 21 (1), pp. 52–64 which has been published in final form at http://dx.doi.org/10.1002/csr.1305. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms)
gro.date.issued2015-07-30T01:44:02Z
gro.hasfulltextFull Text
gro.griffith.authorGapp, Rod P.
gro.griffith.authorStewart, Heather


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