國立虎尾科技大學 |

Strategic CSR and Value Creation within Small and Medium U.S. Enterprises.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Strategic CSR and Value Creation within Small and Medium U.S. Enterprises./
作者:	Noe, Christopher Allen.
面頁冊數:	1 online resource (183 pages)
附註:	Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.
Contained By:	Dissertation Abstracts International76-02A(E).
標題:	Management. -
電子資源:	click for full text (PQDT)
ISBN:	9781321337976

Strategic CSR and Value Creation within Small and Medium U.S. Enterprises.
Noe, Christopher Allen.

Strategic CSR and Value Creation within Small and Medium U.S. Enterprises. - 1 online resource (183 pages)

Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.

Thesis (Ph.D.)

Includes bibliographical references

Small and medium size enterprises (SMEs) have become increasingly more important in the United States, Europe, and globally, due to their growing numbers and economic impact (Jenkins, 2004). Currently small businesses create two-thirds of the net new jobs annually, comprise over 23 million firms, account for over half of all U.S. sales, employ more than half of the private-sector workforce, and generate nearly 50 percent of annual U.S. GDP (Small Business Administration, Introduction Section, para. 1).

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781321337976Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Strategic CSR and Value Creation within Small and Medium U.S. Enterprises.
LDR:03534ntm a2200385Ki 4500 001 912038
005 20180605073453.5
006 m o u
007 cr mn||||a|a||
008 190606s2014 xx obm 000 0 eng d
020 $a 9781321337976
035 $a (MiAaPQ)AAI3581792
035 $a AAI3581792
040 $a MiAaPQ $b eng $c MiAaPQ
099 $a TUL $f hyy $c available through World Wide Web
100 1 $a Noe, Christopher Allen. $3 1184213
245 1 0 $a Strategic CSR and Value Creation within Small and Medium U.S. Enterprises.
264 0 $c 2014
300 $a 1 online resource (183 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 76-02(E), Section: A.
500 $a Adviser: Alison Rampersad.
502 $a Thesis (Ph.D.) $c Lynn University $d 2014.
504 $a Includes bibliographical references
520 $a Small and medium size enterprises (SMEs) have become increasingly more important in the United States, Europe, and globally, due to their growing numbers and economic impact (Jenkins, 2004). Currently small businesses create two-thirds of the net new jobs annually, comprise over 23 million firms, account for over half of all U.S. sales, employ more than half of the private-sector workforce, and generate nearly 50 percent of annual U.S. GDP (Small Business Administration, Introduction Section, para. 1).
520 $a Corporate Social Responsibility (CSR) has been an evolving construct since the latter half of the 20th century and has often been cited as a source of competitive advantage and firm sustainability. Although studies have shown a connection between strategic CSR and long-term economic benefit, researchers have struggled to show a direct link between strategic CSR and firm financial performance. Burke and Logsdon (1996) developed a model linking strategic CSR to firm economic value creation. Though this model has been empirically tested on multi-national enterprises (MNEs) and SMEs, there are few studies of U.S.-based SMEs.
520 $a The purpose of this quantitative, explanatory, correlational and non-experimental research study was to examine the relationship between five business strategy components central to an effective CSR strategy (centrality, specificity, proactivity, visibility, and voluntarism) and SME economic value creation (profit and value creation). Senior management from small and medium size enterprises throughout the U.S. were invited to participate in this study. There were over 100 respondents to the online survey, the majority of who were concentrated in the Southeastern United States.
520 $a Results from this study showed that each of the five CSR strategies had a significant effect on both profit and value creation , with the exception of visibility which did not have a significant effect on profit. This suggests that SME managers did not see a direct link between visibility in the news media and profit. When all five strategies were integrated, results indicated that visibility and voluntarism had a significant effect on value creation and specificity had a significant effect on profit.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
650 4 $a Business administration. $3 1148568
650 4 $a Marketing. $3 557931
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
690 $a 0310
690 $a 0338
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Lynn University. $3 1184214
773 0 $t Dissertation Abstracts International $g 76-02A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3581792 $z click for full text (PQDT)