Methodology
The basic premise of this research is that many CSR initiatives, and indeed much thinking about SMEs and CSR, is based on a range of unfounded assumptions about SME behaviour, and that the business case for CSR is founded on research based on large corporations. The project seeks the development of a new interpretation of CSR more relevant to SMEs, and based on a viewpoint that treats SMEs rather than large companies as the norm.
Qualitative data was derived from in-depth semi-structured interviews with SMEs from across the UK, conducted from October 2003 to March 2005. The study uses a collective case study approach, which seeks to explore how SMEs respond to the CSR agenda and highlight current good practice. This necessitated the choice of companies with a proven track record in CSR related activities such as community initiatives, environmental management and employee related initiatives, and were selected from a search for award winning businesses. The case study approach allows an investigation to retain the holistic and meaningful characteristics of real-life events such as the organisational and managerial practices studied here. The use of exemplars allows the researcher to investigate individual instances of good practice, and build them into a body of knowledge that may be transferable to other SMEs e.g. as a model of CSR good practice, or through the development of small business ‘champions’. The research is grounded in the perspectives of owner managers, whose personal values often influence the strategic direction a company takes, and shows how CSR is balanced with the daily activities of a company.
