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SME social performance: a four‐cell typology of key drivers and barriers on social issues and their implications for stakeholder theory
16 references·15 citing·33 second hop
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References

  • 2010Strategic management a stakeholder approach24,023 cited
  • 1979A Three-Dimensional Conceptual Model of Corporate Performance10,478 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications9,170 cited
  • 1991The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders9,028 cited
  • 1999Cannibals with forks: the triple bottom line of 21st century business9,014 cited
  • 1998Partnerships from cannibals with forks: The triple bottom line of 21st‐century business5,334 cited
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  • 1994Typologies As a Unique Form Of Theory Building: Toward Improved Understanding and Modeling1,716 cited
  • 1984Differentiating Entrepreneurs from Small Business Owners: A Conceptualization1,449 cited
  • 1986Economic and Social Commission for Asia and the Pacific1,128 cited
  • 1963Business and Society1,105 cited
  • 1995Addressing a Theoretical Problem by Reorienting the Corporate Social Performance Model

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728 cited
  • 2004A Critique of Conventional CSR Theory: An SME Perspective661 cited
  • 2016Entrepreneurship and Small Business524 cited
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    • 2015Why and How Does Social Responsibility Differ Among SMEs? A Social Capital Systemic Approach41 cited
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    • 2025Reimagining recruitment: traditional methods meet AI interventions- A 20-year assessment (2003–2023)16 cited
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