Social capital and responsible relationships for the value creation in SMEs (Abstract)

Purpose – Corporate Social Responsibility theory cab be assumed as a widely expression of service dominant logic approach. Each of them have a common denominator in the stakeholder theory, but the CSR approach seems to enounce the relationships with all stakeholders and it interprets the value concept under a triple vision, economical, social and environmental. This paper will underline the importance of ties with stakeholders for firm’s performance, and the importance of the management of social capital which appears the key indicator for the success of these approaches. This seems particularly true in SMEs, strongly embedded into local community in which they operate. Some studies have underlined the necessity for SMEs to adopt responsible behaviour in light of the strong bond that these enterprises have with the local system (Harvey et al.1991: 229; Perrini 2008: 312). The ability to create consent and to develop trust around the entrepreneurial project is an essential element for such enterprises. SMEs have more chances to exploit the local engagement and this aspect is a direct effect of SMEs social capital. Methodology approach – An empirical research with the case method. Firms are selected in the zootecnical business, in particular in cow buffalo and “mozzarella di bufala” business. Findings –The paper clarifies some of key assets that firms have to manage when trying to support a socially behaviour. Focusing on SMEs, the management of reputation, trust, reciprocity and consensus, all assets of social capital, is at the base of the long-term performance of SME’s especially when they are embedded into local community or into industrial districts. In the case of SMEs, the territory of affiliation weighs strongly on their competitiveness. But when the territory that was a fertile basis becomes an enemy, firms can introduced tools of corporate social responsibility in order to overcome the negative effects produced by the territory and to restore the level of competitiveness. Research implications – The paper suggests an interpretative model of SMEs’ behaviour to overcame the negative effects produced by the territory, underlines the importance of relationships with the local system. SMEs are part of a multistable system composed of more interactive systems, and therefore it becomes fundamental to establish cooperative relationships among the fundamental operators (local institutions, suppliers and sub-suppliers) with the purpose of managing the processes of adaptation and change in an easier, more rapid way. CSR can bring about, through the retraining of SMEs’ resources/competencies, the requalification of the resources of the local network so as to restore that virtuous path that is an important vector of competitiveness in the small enterprise. Practical implications: The paper specifies the necessity to define a synergic strategic behaviour with the local system. It is much better to adopt a network approach and engage local institution in a role of intermediary for the promotion of CSR strategy among all stakeholders of the area. Originality/value: A contribution to the debate on corporate social responsibility for the SMEs’ competitiveness.