Date of Conferral
Doctor of Business Administration (D.B.A.)
Small business leaders affected by negative social performance may also experience a diminishing customer base and minimized profits. Grounded in the strategic success paradigm framework, the purpose of this quantitative correlational study was to examine the relationship between four elements of corporate social responsibility (CSR) strategic posture (workplace, marketplace, community, and environment) and social performance. The participants consisted of retail trade small business owners in the United States. The Survey of CSR in Small Business was conducted via SurveyMonkey and provided the data for analysis (N = 85). Results of multiple linear regression analysis showed that the regression model significantly predicted social performance, F(4,80) = 7.893, p < .001, R2 = .283. Both marketplace and community were significant predictors of social performance. Workplace and environment did not provide any significant contribution. The social change implications include the potential to increase the knowledge of CSR programs among small business leaders. Strategically implementing CSR strategic posture elements may improve the small business leader’s social performance and may result in increased customer base and profits. In turn, small business owners may provide more job opportunities and other investments in the community as they experience improved social and financial performance. Those investments in the community may lead to the reduction of poverty, the achievement of higher standards of living among local community members, and a reduction in community disruptions caused by the constant turnover of community residents in search of local jobs and easier access to services.
Steps, Melva, "Relationship Between Corporate Social Responsibility and Social Performance of Small Businesses" (2020). Walden Dissertations and Doctoral Studies. 8991.