Stefan Mayr

Corporate Social Responsibility in SMEs: The Case of an Austrian Construction Company

Corporate social responsibility (CSR) is usually associated with the integration of ecological and social issues into corporate activities. CSR must be closely aligned with a company´s strategies and core business and therefore capable of contributing to the renewal, augmentation and adaptation of the company´s competencies over time. A CSR management concept applicable to SMEs remains lacking. CSR in SMEs must be pragmatic and results-oriented because the owners of SMEs tend to focus on operational and practical matters. This paper is based on a single case study of an Austrian construction company. The company is well known for its social activities and the owner embodies the ideal of a responsible entrepreneur. This case shows how the company managed to integrate CSR into corporate strategy and illustrates and analyzes the process of CSR implementation. The main findings of this paper are as follows: The successful implementation and operationalization of CSR in SMEs depend on a simple but stringent process with both top-down and bottom-up commitment. Through their entrepreneurial leadership, entrepreneurs and senior managers act as positive role models for all SME employees. CSR orientation must become a component of the self-image of a company. The low degree of formality in SMEs requires an authentic and company-specific CSR approach that is supported by all executives. This paper also supports theory building and development by com-paring the findings of this case study with those of existing literature.

Corporate Crisis and Sustainable Reorganization: Evidence from Bankrupt Austrian SMEs

Bankruptcy and failure continue to affect small and medium‐sized enterprises (SMEs) worldwide. Since bankruptcies are costly and disruptive, it seems useful to identify factors and resources that are essential for SMEs to overcome a crisis and to reorganize in a way that leads to a sustainable and lasting renewal. By drawing on longitudinal data, we identified essential elements of sustainable reorganization of bankrupt SMEs in Austria that ensure long‐term survival and competitiveness. The results of our study show that the pivotal factor in turnaround is repositioning, which is characterized by a unique selling proposition combined with some kind of innovation and change, and integration into networks.

Strategische Perspektive bei der Integration der CSR in das Controlling unter besonderer Berücksichtigung von KMU

CSR ist als Managementkonzept fur KMUs relativ neu. Das CSR-Engagement gestaltet sich oft spontan und ausschlieslich projektbezogen. Fur eine erfolgreiche strategische Verankerung der CSR-Aktivitaten in das Controlling ist es sinnvoll, dass der oder die Controllingverantwortliche von Beginn an in die Planung und Umsetzung eingebunden wird und somit auch den Strategieprozess im weiteren Sinne betreut. Der Beitrag stellt die Implementierungsschritte von CSR in die Unternehmensstrategie dar und beleuchtet hierbei die so wesentliche Aufgabe des Controllings. Beispiele aus der Unternehmenspraxis eines mittelstandischen Unternehmens illustrieren die Ausfuhrungen.

Reorganization in SMEs: Decision-Making Processes and Conflicts of Interest among Stakeholders

This paper discusses the interests of stakeholders and the entrepreneur in the course of corporate reorganization as well as their decision-making processes. The research is based on the assumptions of stakeholder theory and the thesis that managing these stakeholder relationships is an essential part of a corporate reorganization. By means of a single case study, the various interests of involved parties and possible conflicts of interest in the reorganization process are illustrated. The main finding of this paper is that successful reorganization requires both sustainable collaboration with stakeholders and the resolution of conflicts of interest.

Rising like a phoenix: from Bankruptcy to market leader

This paper investigates how the most severe form of corporate crisis – bankruptcy – can be an opportunity to (re)gain competitive advantage. Based on a single-case study of a medium-sized firm that overcame bankruptcy and is now the market leader in its industry segment, we analyzed the factors that helped it to initiate a strategic renewal and to restructure the firm for the better. The case study illustrates the transformation process of the organization into the current market leader with clear competitive advantages. In particular, both the role of the entrepreneur and the activities and resources crucial to this process are analyzed. The case study highlights that the transformation required an entrepreneurial leader who brought forth an idea for strategic renewal grounded in leveraging the firms existing resources as well as proactive, innovative, and market-oriented development of new capabilities and that all of these dimensions were crucial for sustainable reorganization.

Stakeholdermanagement in der Unternehmenssanierung

Die Stakeholdertheorie als unternehmensethisches Konzept stellt einen sehr umfassenden Ansatz dar, der zeigt, wie Unternehmen ihrer Verantwortung gegenuber Sta- keholdern nachkommen konnen. Das Konzept selbst ist in den Bereich des normativen Managements einzuordnen. KMU weisen in diesem Zusammenhang tendenziell eine sehr hohe Stakeholderorientierung auf. Sanierungsmanagement als reaktives Krisenmanagement hingegen ist eine besondere Form der Unternehmensfuhrung von hochster Prioritat mit dem Ziel, eine Unternehmenskrise zu uberwinden und die langfristige Uberlebensfahigkeit des Unternehmens wieder herzustellen.