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Article
Author(s)
Daniela Sica1, Ornella Malandrino1, Benedetta Esposito1, Stefania Supino2 and Maria Rosaria Sessa1
Full-Text PDF XML 680 Views
DOI:10.17265/2328-7136/2019.04.009
Affiliation(s)
1. Department of Business Sciences–Management & Innovation Systems (DISA-MIS), University of Salerno, Fisciano (SA) 84084, Italy
2. University of San Raffaele, Rome 00166, Italy
ABSTRACT
The traditional business
view—which assumes that the main contribution of companies
to society is the creation of economic value—is being surpassed by
a growing awareness of other values, including social and environmental ones.
The diffusion of Corporate Social Responsibility (CSR) in all sectors and, in recent time, also in the wine
business, has been based on a
stakeholder approach. Most of the existing key concepts and tools addressing
CSR issues have been developed by, and in, the context of large enterprises.
The multitude of Italian wine SMEs (small
and medium-sized enterprises) remain at an early
stage of environmental and social management, limited in most cases to local
activities, characterized by an occasional approach and unrelated to the
business strategy. But, due to increased pressure from stakeholders,
environmental and social concern is gradually growing in SMEs as well.
Nevertheless, CSR initiatives developed by large companies frequently fail when
they are adopted by SMEs and also by the wine SMEs. In recent years, major
companies have felt the need to work on CSR and progressively defined and
adopted a wide range of instruments such as codes of conduct, process standard,
environmental management standard, cause related marketing, corporate social
reports, sustainability reports, etc. These instruments more than often represent
the final result of experiments established by large sized organizations, often
operating in distant countries, which have decided to satisfy the multiple
requests from the always more complex context in which they operate. Many
companies, therefore, have orientated themselves towards the accomplishment of
new objectives centred, not only on gaining profit but, moreover, towards the
creation of values: a more extensive value better known as “pluri-dimensional”
shared by all the stakeholders within a new interdependent dynamism and
inspired by a multitude of references (such as UN Global Compact, AA1000
Guidelines, Global Reporting Initiative, SA8000, etc.). The perception of the concept of corporate responsibility
and its possible practical application in a wine-growing company is the subject
of continuous debates, always in search of a globally shared interpretation.
Sustainable and social initiatives require, in fact, planning, monitoring and
enhancement of knowledge. This is a process that requires a tirelessly oriented
approach to continuous improvement. The aim of this paper is to delineate efficient ways
of promoting CSR, considering wine SMEs’ specific profiles and needs. Moreover,
the paper is aimed at highlighting case of Feudi di San Gregorio S.p.A. The
company has always been oriented to pursue management models capable of
generating social value (in conjunction with that economic) at the systemic
level (so-called shared value). This in order to evaluate the contribution that
CSR instrument adopted has offered to build organization’s sustainability in its three dimensions: economic,
environmental and social.
KEYWORDS
Corporate social responsibility, value creation, socio-environmental tools, ethical code.
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