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|Title:||Identifying the drivers of resistance to corporate social responsibility: the case of lebanese SMEs||Authors:||Hajjar, Samer
|Affiliations:||Department of Business Administration||Keywords:||Organization culture
Resistance to change
|Subjects:||Corporate social responsibility||Issue Date:||2020||Part of:||Qualitative research in organizations and management: an international journal||Volume:||15||Issue:||4||Start page:||543||End page:||560||Abstract:||
Purpose: Although many Lebanese small and medium-sized enterprises (SMEs) express concern about social and environmental issues and report intentions to engage in pro-environmental activities, other enterprises still resist to embed a culture of social responsibility. After the analysis of major scholarship in the field, this paper defines corporate social responsibility (CSR) culture and provides an overview of the contemporary debate on it. Design/methodology/approach: Through exploratory study, this paper identifies reasons why Lebanese SMEs do not embody CSR into their culture. The empirical data were gathered through 18 in-depth interviews with questions based on the main research questions. Findings: Findings reveal that resistance to change is one of the main drivers of resistance to CSR. Collective and organizational culture can source this resistance to CSR. Originality/value: This paper contributes to filling the gap in the literature in relation to CSR in small-medium firms and in particular Lebanese SMEs.
|URI:||https://scholarhub.balamand.edu.lb/handle/uob/2087||DOI:||10.1108/QROM-02-2020-1898||Open URL:||Link to full text||Type:||Journal Article|
|Appears in Collections:||Department of Business Administration|
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