Barriers In Small Business

Barriers may exist due to the personal characteristics of owners or the organizational characteristics of the firm (Massoud, 2010). Lepoutre and Heene (2006) provided a description of the stereotypical small business owner. According to their research, he or she is someone who lacks time and specialized knowledge. He or she engages in a wide variety of organizational activities. On the other hand, entrepreneurs may have a greater internal locus of control and higher need for achievement. At times, this may result in unethical behavior, although generally the evidence is inconclusive (Lepoutre and Heene, 2006; Longnecker et al., 2006). The mindset of SME owners could represent a significant barrier. Vives (2006) contended that SMEs are likely

The Grant Thornton International Business Report was launched in 1992 and now covers over 11,000 respondents per year in 39 economies. From CSR perspective, organizations are seen as key drivers in the process of constructing a better world (Friedman & Miles, 2002) and are therefore under increasing pressure to demonstrate good and accountable corporate responsibility (Pinkston & Carroll, 1994).

Market Drivers

A number of market drivers have emerged that contribute to the growth of CSR: consumers, employees, investors, business suppliers and customers. Brammer,et al. (2007)

Social Drivers

Paradoxically, perhaps this has sometimes led to NGOs (e.g. community organizations, international campaign groups) and companies or business associations entering into partnerships to encourage, develop, manage and report CSR (Newell, 2000; Doh and Guay, 2006).

Governmental

However, it is the key decision-maker’s predominant attributes and personal qualities that tend to have the most pronounced effect upon the extent and the results of a firm’s CSR initiative (Waldmanet al., 2006a, 2006b). The firm’s key decision maker, namely its CEO, is responsible for formulating corporate strategy pertaining to CSR (Waldman et al., 2006a, 2006b). The CEO is in a prime position to influence CSR strategy and practice (Waldman and Siegel, 2008; Battisti and Perry, 2011; Cassells and Lewis, 2011).

Business approaches to CSR:

Business approaches to CSR can largely be under-stood as a response to a series of external and internal drivers that generate a “business case” for CSR. The drivers include the pursuit of new business opportunities through social and environmental innovation, reputational risk management, campaign pressure from nongovernmental organizations (NGOs) or trade unions, media exposure to the practices of individual companies or sectors, regulation, and litigation.

Human