6533b836fe1ef96bd12a157b
RESEARCH PRODUCT
The role of negative and positive forms of power in supporting CSR alignment and commitment between large firms and SMEs
David HarnessChatura RanaweeraChanaka JayawardhenaKarjaluoto Heikkisubject
Process (engineering)vallankäyttöCoercionCSR orientationPower (social and political)Shareholderkumppanuusyritysvastuuvaikuttaminen0502 economics and businesssuuryrityksetta512Stakeholder theorynormative commitmentIndustrial organizationMarketing05 social sciencessitoutuminenaffective commitmentCoercive powercontinuance commitmentreward powerKey (cryptography)Corporate social responsibility050211 marketingBusinesscoercive powerpienet ja keskisuuret yritykset050203 business & managementdescription
Do large firms exert power to shape the CSR behavior of their SME partners?” We answer this question by proposing a model built on the stakeholder theory and the shareholder theory, and go on to explain how this impact influences the commitment of the SME towards their large partner. The model highlights the central role that different forms of power exercised by the large firm play in the process. A survey of 291 SMEs confirms the key hypotheses, including the mediating role of reward power. The effects of coercive power are noteworthy and they illustrate the complex and competing forces at play in influencing CSR behavioral change in SMEs. The research makes a novel contribution to practice by highlighting among other things, how power, as a negative force via coercion or positively through expert or reward benefits, support or becomes counterproductive to the change process. peerReviewed
| year | journal | country | edition | language |
|---|---|---|---|---|
| 2018-11-01 |