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Corporate Social Responsibility in Family Versus Non-Family Enterprises: An Exploratory Study

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Social Entrepreneurship

Part of the book series: International Studies in Entrepreneurship ((volume 29))

Abstract

This chapter studies the relationship between corporate social responsibility (CSR) motivations and CSR actions in 25 selected teaching cases, especially in the light of the distinction between family and non-family enterprises. A literature-based research framework is developed to classify the research findings and support a direct and easier identification of the resulting patterns emerging from our study. A cross-case analysis allows us to point out not only the evidence of the behavioural practices adopted by firms, but also of the causal link between the CSR motivations and actions, identifying four main emerging patterns in the behaviour of firms investing in CSR.

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Author information

Authors and Affiliations

  1. University of Bergamo, Bergamo, Italy

    Giovanna Campopiano, Alfredo De Massis & Lucio Cassia

Authors
  1. Giovanna Campopiano
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  2. Alfredo De Massis
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  3. Lucio Cassia
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Corresponding author

Correspondence to Giovanna Campopiano .

Editor information

Editors and Affiliations

  1. MidSweden University, Östersund, Sweden

    Anders Lundström

  2. MidSweden University, Shenyang, Beijing, People's Republic of China

    Chunyan Zhou

  3. MidSweden University, Östersund, Sweden

    Yvonne von Friedrichs

  4. Linköpings University, Linköping, Sweden

    Elisabeth Sundin

Appendices

Appendix 6.1 The sample firms

Firm

Year founded

Sector

No. of employees

Revenue

Main market

Ben and Jerry’s

1977

Ice cream products and packaging

163,000 (2009)

€39.8 billion (2009)

International

The body shop

1976

Cosmetics

67,500 (2009)

€17.5 billion (2009)

International

CANTV

1930

Telecoms and ISP

9,800 (2007)

$1.662 million (2007)

National (Venezuela)

Coronilla

1972

Food products

134 (2009)

$1 million (2009)

International

CSU-CCA group

1960

Retail, food and agricultural operations, financial services

9,500 (2003)

$830 million (2003)

Central America (Nicaragua and Costa Rica)

Groupe Danone

1919

Food products and beverages

80,000 (2009)

€15 billion (2009)

International

Esquel group

1978

Apparel

47,000 (2009)

$500 million (2009)

International

ExxonMobil corporation

1999

Oil and gas

88,300 (2009)

$425.7 billion (2009)

International

Ford

1903

Motor vehicle production

213,000 (2008)

$118.3 billion (2009)

International

Grupo Bimbo

1945

Food products (baking)

102,000 (2009)

$8.603 million (2009)

International

HP

1938

IT, hardware and software, consultancy

310,000 (2009)

$126 billion (2010)

International

Kimberly-Clark

1872

Paper manufacturing

55,000 (2006)

$16.75 billion (2006)

International

MAS holdings

1986

Apparel

40,700 (2006)

$700 million (2006)

International

Miguel torres

1870

Beverages

n.a.

n.a.

International

Nike

1972

Apparel

26,700 (2006)

$19.2 billion (2009)

International

Pantaleon

1849

Sugar

12,000 (2004)

$109.640 million (2004)

Central America (Guatemala and Nicaragua)

Polartec

1906

Wholesale textiles

3,200 (1995)

$425 million (1995)

International

Shaklee

1956

Weight-management products, nutritional supplements, beauty products, household products

750,000

$148.7 billion (2007)

International

Shell

1907

Oil and gas

112,000 (2009)

$458.3 billion (2009)

International

SK telecom

1984

Wireless telecoms

30,000 (2009)

$83.5 billion (2009)

International

Starbucks corporation

1971

Coffeehouse chain

130,000 (2009)

$9.8 billion (2009)

International

Swire Beverages

1987

Beverage bottling and distribution

127,800 (2009)

$753 million (2009)

Asia (Mainland China and Hong Kong)

Tata group

1868

IT, communications, engineering, materials, services, energy, consumer products, chemicals

289,600 (2007)

$62.5 billion (2008)

National (India)

Timberland

1951

Shoes

2,900 (2002)

$1.2 billion (2002)

International

White Dog Café

1983

Food

110 (2007)

$5 million (2007)

National (Philadelphia and Wayne)

Appendix 6.2 General summary of the case-study evidence

Company

CSR motives

CSR actions

Ben and Jerry’s

1a

Society

2a

Employees

Environment

The body shop

1a

Society

2a

Employees

2b

Environment

CANTV

1a

Society

2a

Coronilla

2a

Society

Employees

Environment

CSU-CCA group

1a

Society

2a

Employees

2b

Environment

Groupe Danone

1a

Society

2a

Environment

Esquel group

1a

Enterprise

2a

Society

2b

Environment

ExxonMobil corporation

1a

Society

1b

Environment

Ford

1a

Environment

2b

Grupo Bimbo

2a

Society

Employees

Environment

HP

1a

Society

2a

Environment

2b

Kimberly-Clark

1a

Society

1b

Environment

2a

 

2b

MAS holdings

1a

Society

2a

Environment

Miguel torres

1a

Society

2b

Environment

Nike

1a

Employees

1b

2a

Pantaleon

1a

Enterprise

2a

Society

Employees

Environment

Polartec

2a

Employees

Shaklee

1a

Enterprise

2a

Society

2b

Environment

Shell

1a

Society

2a

Environment

2b

SK elecom

1a

Society

2a

Environment

2b

Starbucks Corporation

1a

Enterprise

2a

Environment

2b

Swire Beverages

1a

Society

2a

Environment

2b

Tata group

1a

Society

2a

Employees

2b

Environment

Timberland

1a

Society

Environment

White Dog Café

1a

Society

2a

Employees

Environment

Appendix 6.3 Summary of the evidence from the case-study analysis

 

Years

Case title

Authors

Source

CSR motives

CSR actions

1

1993

Ben and Jerry’s Homemade Icecream Inc.: Keeping the Mission(s) Alive

J. Theroux

Harvard Business School

Selling a quality product (1a)

For society:

Creating a company that has as focal point the welfare of consumers and employees (2a)

Commitment to peace (commercial alliances with US ‘enemies’)

Creating a company that has a great force for social change (2a)

Support for socially useful activities

 

Support for art and culture

Support for small farmers (purchase of raw materials directly from family businesses)

For employees:

Financial support

Work atmosphere friendly and participatory

For the environment:

Recovery of protected areas

Waste-water treatment

2

1995

The body shop international

C. A. Bartlett, K. McQuade and M. Hart

Harvard Business School

Creation and distribution of quality products (1a)

For society:

Willingness to create a honest, simple, but original and innovative enterprise (1a)

Promotion of activities in support of the community

Trade as an improving tool for the community (2a)

Creation of ‘community care department’

Contribution to the social welfare of its customers (2a)

Charitable donations

Environmental responsibility (2b)

Initiatives to support the small independent growers: creation of ‘The Body Shops’ boys town’

Active political engagement:

Petitions

Protests

 

For employees:

 

Factories in less wealthy areas of Britiain to create new jobs

 

For the environment:

Respect for the environment

Alliance with Greenpeace

Alliance with Friends of the Earth

Ecology and recycling

3

2007

Corporate social responsibility at CANTV

M. H. Jaen and P. Márquez

Social Enterprise Knowledge Network

Social investment seen as key feature to the company’s future (1a)

For society:

Generating income for the company (1a)

Creating a foundation for social purposes

Improving the quality of life for children and young people at risk (2a)

Attention to education and health

Solutions to the most significant problems of society (2a)

Project Super@aulas to encourage the use of IT in schools in more remote areas of the country

Support for cultural activities, such as theatre, cinema, exhibitions, and events

Promotion of volunteering

4

2009

Coronilla: the quadruple bottom line

A. Diversé, A. Lavoie Orlick, B. Leleux and J. Schwass

IMD International

Social responsibility is a reason to exist and persist (2a)

For society:

 

Fairtrade relations with Andean farming communities

For employees

Hiring of women and disabled people

For the environment:

Zero use of pesticides

5

2006

CSU-CCA group

F. Leguizamón and A. Prado

Social Enterprise Knowledge Network

Increasing competitiveness (1a)

For society:

Fulfilling the requirements of reliability and quality (1a)

Assistance programmes for the community

Expansion (1a)

Training and initiatives to improve living conditions

Poverty reduction (2a)

Investment in human development

Improvement of education (2a)

Anti-discrimination projects

Reduce economic and social inequalities (2a)

Scholarships

Personal development and well-being of stakeholders (2a)

Security programmes and prevention

Reduce the accident rate at work (2a)

Education, recreation, care and religious culture

Support for government efforts in the event of emergencies due to natural phenomena (2a)

Medical services (dentists, psychologists, etc.)

Maintaining natural reserves (2b)

Fundraising for schools and local associations

Promotion of volunteering

Creating homes for abandoned children

For employees

Establishment of universities for the development of employees

Elimination of child labour

For the environment:

Foundation for the saving of resource and natural reserves

Recycling

Assistance in the event of disasters

6

2010

The Dannon company: marketing and corporate social responsibility

C. Marquis, S. Pooja, A. Tolleson and B. Thomason

Harvard Business School

Overview of CSR as an integral part of corporate mission (1a)

For society:

Willingness to spread information on good nutrition (2a)

Activities in research and education about health food

 

Nutrition and health

Research institutes

Promoting awareness of the link between good nutrition and good health

Development of nutrition education programmes for schools

Access to food for children in other social contexts

Possibility of development of human resources

Support for consumers, suppliers, and communities where the company operates

Notice to consumers about the various initiatives

For the environment:

Programmes aimed at reducing the use of coal, water, and energy

7

2008

Esquel group: integrating business strategy and CSR

F. W. McFarlan, W. C. Kirby and T. Y. Manty

Harvard Business School

Distinction from other companies (1a)

For enterprise:

Demonstration of high-quality products (1a)

Action to improve the efficiency of production processes

Enhance the output to increase the demand (1a)

Implementation of new techniques

Positive example for others, proving that it combines profit goals and social commitment (1a)

Investment in new technologies

Improvement of living conditions (2a)

For society:

Health and safety (2a)

Construction of dormitory accommodation, equipped with gyms, libraries, and Internet

Resolution of the problem of energy shortage (2b)

Health and safety programmes

 

Prevention programmes and information about disease

For the environment:

Reduced use of pesticides and water

New irrigation techniques to reduce waste

Construction of a low-emission power plant

Reduced contamination by removing dust from waste air

8

2003

ExxonMobil and the chad cameroon pipeline

J. Mead

Harvard Business School

Use social initiatives as a marketing tool (1a)

For society:

Greater public consensus (1a)

Support for the people of Chad and Cameroon:

Focus on initiatives for charitable purposes to ‘hide’ the serious damage to the environment and the community on previous occasions (1b)

Meetings with government authorities

 

Organization of information meetings for local people

Administration of questionnaires

Promotion of the arts

Support for the community:

Projects for the people most in need

Raising funds through various initiatives

For the environment:

Environmental development

9

2010

Environmental Sustainability Initiatives at Ford Motor Company

B. Chakrabortym and V. Gupta

ICMR Center for Management Research

Willingness to have sustainable practices (1a)

For the environment:

Environment conservation (2b)

Reducing energy use

Measurement of progress in environmental performance (2b)

Use of renewal resources

 

Reducing water use

Reducing emissions

More efficient fuel consumption

Use of hydrogen combustion engine

Reduction of emissions of volatile organic compounds through a new painting technique

Construction of a wind farm for power generation

Introduction of new technologies such as photovoltaic panels

Using gas as a source of energy

Increased fuel efficiency

Use of recyclable and renewable materials

10

2009

Grupo Bimbo: growth and social responsibility

V. K Rangan and R. Garcia-Cuellar

Harvard Business School

Commitment to social issues (2a)

For society:

Development of Mexico (2a)

Information programmes on diet

Reducing the problem of obesity (2a)

Programmes aiming at improving products, health and nutrition education, promoting physical activity, and research

Studies and research

Promotion of the agricultural industry

Help for indigenous peoples

Support programmes for suppliers and retailers

For employees:

Opening of schools for employees’ children

Growth opportunities

Improving living conditions

Health-care assistance

Support for improving housing conditions

Training

For the environment:

Reduce emissions

Conservation of water and energy

Solid waste management

Environmental responsibility

11

2006

Corporate social responsibility at HP

K. Chary and V. Gupta

ICMR Center for Management Research

Value creation seen as profit and social commitment (1a)

For society:

Ensuring respect, dignity, and safe working conditions (2a)

Donations to local groups

Commitment to environment (2b)

Increase access to IT

 

Extend the use of computers and Internet to areas without these opportunities, to enable distance learning

For the environment:

Control and prevention of pollution by reducing emissions

Produces adhere to international standards

Lower environmental impact

Reducing waste through recycling, reduction of raw materials used

Elimination of toxic materials

Efficient use of energy

12

2009

Kimberly-Clark Corporation: the environmental sustainability challenge

P. Indu P and D. Purkayastha

ICMR Center for Management Research

Improvement of the company (1a)

For society:

Reduction of environmental impact (1b)

Creation of the K–C Foundation

Development of health, hygiene, and well-being every day (2a)

Commitment not to use child labour

Commitment to environment (2b)

Prohibition of corporal punishment or other forms of disciplines

Protection of the quality of land, water, and coastal areas (2b)

For the environment:

 

Biosphere protection

Efficient use of energy by encouraging conservation and use of alternative sources

Reduce waste by reducing the volume and weight of materials

Recycling

Improvement of water use

Elimination of use of chemicals

Commitment to reforestation

Maintenance of biological diversity

Reduction of emissions

13

2006

MAS Holdings: Strategic Corporate Social Responsibility in the Apparel Industry

J. Story and N. Watson

INSEAD

Do the right thing (2a)

For society:

Need a way to differentiate in the tough global apparel market (1a)

Build a laboratory and auditorium for the school

Meet customers’ needs (2a)

Donation to maternity clinics; vaccinations

 

Reduce lead times as much as possible

For employees:

Build factories in rural villages

Every factory adheres to the UN Global Compact

Educate about professional and cultural norms; English classes; leadership training

Establishment of ‘MAS Women Go Beyond’

14

2010

Miguel torres: ensuring the family legacies

J. Van der Kaaij and B. Leleux

IMD International

Provide a high-quality product (1a)

For society:

Care about climate change (2b)

Establishment of the Miguel Torres Foundation

 

Help underprivileged children

Build schools and homes

For the environment:

Protection of wildlife

Adoption of solar panels, hybrid vehicles and investment in wind park

15

2002

Hitting the wall: Nike and the international labour practices

D. L. Spar

Harvard Business School

Demonstration of a fundamental change of strategy, aimed not only at greater profits but at the well-being of the community (1a)

For employees:

Improve company image, already ‘contaminated’ by previous crises (1b)

Improving the working conditions of employees

Interest for its workers (2a)

Raising the minimum age of workers

 

Clean air in factories

 

Implementation of educational programmes

 

Activation of microcredit

 

Introduction of a minimum wage

 

A ceiling on working hours

 

Adhesion to FLA, the association for labour rights

16

2005

Pantaleon

N. F. Leguizamó and J. Ickis

Social Enterprise Knowledge Network

Increased competitiveness (1a)

For enterprise:

Protection of workers’ needs in order to promote company growth (1a)

Introduction of technology to improve productivity

Focus on social issues (2a)

For society:

Construction of schools and hospitals

Programmes aimed at health, nutrition, and sport

Improved infrastructure

Create community centres

Improve housing conditions

For employees:

Offer better working conditions

Better wages

Opportunities for education for the children of employees

Ban the employment of women and children

For the environment:

Reduced consumption and waste of water

Reduced use of chemicals

Reforestation and restocking of rivers

17

2003

Polartec

J. W. Altman, R. E. Weissman and M. C. De Palma

Babson College

Workers are an asset (2a)

For employees:

 

Arrange heart bypass operations for several workers

After a major fire, the family CEO kept his employees on the payroll for three months

Free soft drinks during summer

18

2009

Shaklee corporation: corporate social responsibility

C. Marquis, V. Rangan and A. Comings

Harvard Business School

Ability to expand their business (1a)

For enterprise:

Creation of products good both for people’s health and for the planet (2a)

‘Social marketing’, making the company known not through advertising and promotion, but at the point of sale to distributors

Prevention of malnutrition (2a)

For society:

Commitment to environment (2b)

Investment in research and development of clinical trials

 

Creating products

For nutrition:

Increase vitality, immunity; improve cholesterol levels and blood pressure; protect the health of heart, brain, bones, etc.

Weight reduction and the preservation of muscle mass

Slow the process of cellular ageing, or anti-ageing

Construction of schools and clinics

Outreach to become ambassadors of health

For the environment:

Creation of ‘green’ products

Biodegradability

Absence of toxic substances

Hypoallergenic products

Recyclable packaging

Planting of trees

Reduction of emissions

Installation of photovoltaic panels

19

2004

Shell’s global social responsibility initiatives

I. Hansa and N. Rajshekar

IBSCDC

Commitment to economic development (1a)

For society, Nigeria:

Resolution of people discontent (2a)

Prevention of the spread of malaria through the distribution of insecticide-impregnated nets

Attention to health, safety and the environment (2b)

For society, Vietnam:

Remediation of Niger Delta (2b)

Education resource management to reduce poverty

 

Improved profitability for each family

Reduced malnutrition

For society, Canada:

Projects aimed at increasing awareness and prevention of diseases such as HIV

For the environment:

Development of non-polluting methods

Lower environmental impact

For the environment, Nigeria:

Development of areas devoted to agriculture

For the environment, India:

Programmes aimed at using renewable and alternative energy

Reduced emissions

For the environment, Canada:

Projects aimed at soil conservation

Development of renewable and alternative energy

20

2009

SK telecom: pursuing happiness through CSR

C. Marquis, K. Y. Ryu, P. H. Mirvis and B. Thomason

Harvard Business School

Maximizing profits (1a)

For society:

Willingness to give a new value to world, improving communication quality (2a)

Promotion of volunteering

Wellness and social education (2a)

Social investments

Environment responsibility (2b)

Fundraising and donations to disadvantaged groups

 

Education in social matters and the environment

Aid the disadvantaged

Customer protection

For the environment:

Green processes

Green products

Green culture

21

2004

Starbucks and conservation international

J. E. Austin and C. Reavis

Harvard Business School

Continuous research for high standards of excellence in products (1a)

For enterprise:

Construction of solid moral principles that represent the company (1a)

Improved control and quality of the final product

Protection of stakeholders’ interests (2a)

Inspection and certification of raw materials

Positive contribution to community support (2a)

Construction of company-owned roasting plants

Support for the environment (2b)

For the environment:

 

Environment protection

Projects for the protection of the reserve in Chiapas (Mexico)

Supply of raw materials from growers with a strong sense of responsibility towards the environmental protection

22

2009

Swire Beverages: implementing CSR in China

C. Marquis, G. A. Donovan and Y. K. Chiu

Harvard Business School

Permit employees to feel proud of their company (1a)

For society, health and wellbeing:

Creation of a company who cares also for his community (2a)

Advertising for a healthy and balanced lifestyle

Interest in the environment (2b)

Encourage children’s sporting activities

 

Campaigns to prevent HIV and other infectious diseases

For society, youth and education:

Education and support to less able children

Collaboration with ‘Right to play’

For the environment:

Environment and water:

Production of clean energy

Control and recycling of waste water

Recycling waste

23

2006

The Tata Group: integrating social responsibility with corporate strategy

Mathew R., Gupta V.

ICMR Center for Management Research

Integration of CSR with business strategy to build its brand and increase its reputation (1a)

For society:

Support for socio-economic development (1a)

Promotion of public institutions such as hospitals, educational and research centres, art and

Improving quality of life in the communities where the company operates (2a)

cultural events

Instil trust in consumers, employees, shareholders and the community (2a)

Program for the prevention of diseases such as HIV and support for people with leprosy

Environment protection (2b)

Promotion of volunteering

 

For employees:

Eight-hour day

Social insurance fund

Maternity benefits

Sharing skills and capabilities

For the environment:

Reducing environmental impact through the introduction of specific processes and procedures

Management of waste, recycling plastics; better treatment of sewage

Conservation of resources by reducing, reusing, and recycling

24

2004

Timberland: commerce and justice

J. Austin, H. B. Leonard and J. W. Quinn

Harvard Business School

Improve its brand and growth (1a)

For society:

 

Donation of boots and support of City Year, a regional NPO

Establishment of the Earth Day event

Strategic relationships with NGOs

Annual long-range plan dedicated to commerce and justice goals

Collaboration with the NPO Share Our Strengths

For the environment:

Improvements in energy and raw materials used

25

2007

Walking the walk: putting social responsibility into action at the White Dog Café

D. M. Phillips & J. K. Phillips

Harvard Business School

CSR as a ‘guide’ for the enterprise (1a)

For society, customer service:

Greater importance attached to social and environmental issues than to profits (1a)

Food quality

Belief that the community well-being is the main objective (2a)

Service quality

 

Educational programmes for consumers

 

For society, community service:

Donations to charities

Donations to NPOs

Promotion of cultural diversity and economic justice

Socially responsible projects

The sister restaurant project

Mentoring programme

Community tours

Annual multicultural events

Whole world products

Table talks

Storytelling

Community service days

Take a senior to lunch

War-opposition activities

For employees:

Respectful and collaborative working environment

Above average salaries

Sunshine fund

For the environment:

Alternative energy

Organic food

Recycling and ecology

Support for ‘Green Team’

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Campopiano, G., De Massis, A., Cassia, L. (2014). Corporate Social Responsibility in Family Versus Non-Family Enterprises: An Exploratory Study. In: Lundström, A., Zhou, C., von Friedrichs, Y., Sundin, E. (eds) Social Entrepreneurship. International Studies in Entrepreneurship, vol 29. Springer, Cham. https://doi.org/10.1007/978-3-319-01396-1_6

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