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This study aims to explore the effects of long-term orientation (LTO) and strategy formation mode on corporate social responsibility. While many researchers have investigated how large businesses address corporate social responsibility (CSR), there is little empirical evidence on how small- and medium-sized businesses implement CSR or what individual drivers shape this process.

The paper surveyed 282 small and medium-sized managers from the United Kingdom. The respondents were recruited using platform Prolific Academic.

The findings reveal that LTO is a prerequisite for developing CSR and shapes strategy formation mode. The findings also suggested that deliberate strategies are positively related to CSR. The results are consistent across different components of LTO (futurity, continuity and perseverance) and CSR types (internal and external).

The results show that all aspects of LTO are relevant for CSR in SMEs. Besides LTO, deliberate strategy formation model is an important factor contributing to CSR. The paper presents as first an empirical contribution to the strategy literature by examining positive relationship between LTO and deliberate strategy formation mode.

While current scholarship on innovation typically examines its antecedents, the purpose of this paper is to provide a more complete account by advocating for social impacts as a critical component of the sociological study of innovation.

This study adopts a conceptual approach to illustrate the ways in which innovation may generate unequitable outcomes. The authors illustrate the purpose of the paper by discussing strategically selected examples that are intended to reflect prominent themes and topics in the relevant literature.

The analysis suggests that while innovation yields many positive benefits, pervasive narratives about its virtues can be overstated when, in fact, innovation may generate adverse effects for particular social groups by reproducing or exacerbating inequality. The authors provide a more complete account of innovation by naming social impacts as a critical component of its sociological study and discussing examples that illustrate how innovation can produce disadvantageous effects by race, gender and social class. The authors move forward the discussion of social impacts by elaborating conditions in which innovation is likely to reproduce the status quo as well as ameliorate negative impacts.

While many studies have explained the conditions that foster innovation, this study pushes the boundaries of the study of innovation – a timely topic for practitioners and scholars in the fields of not only sociology, but management, education and public policy. Accordingly, we move forward the discussion of the social impacts of innovation by identifying the ways in which innovation is likely to reproduce structural inequalities.

This paper examines the limitations on monetary profit maximization assumption in Quaker businesses, historically one of England's most successful set of business people. This view challenges the central theoretical assumptions of management and strategic entrepreneurship by demonstrating the influence of religious institutional logic over the profit maximization drive in business.

Using a historical analysis of Quaker religious institutional logic, the authors demonstrate how Quakers’ religious logic of simplicity in lifestyle and equality of all people led, in turn, to actions by Quaker businesses that limited the monetary profit maximizing for their businesses. Such actions are consistent with the Quakers’ belief that linked their business activities to their religious beliefs.

The present analysis shows that English Quakers had specific beliefs, enforced by the group’s willingness to expel members that limited monetary profit maximization among Quaker businesses. Thus, the authors challenge the typical assumptions of business scholars by demonstrating that business entities can succeed economically even when they do not embrace profit maximization as their core element. This paradoxical finding has the potential to significantly expand management and strategic entrepreneurship theory.

The authors discuss how religious logic can replace profit maximization as a foundation for business. This insight enriches not only the understanding of business but also of religious institutional logic. Finally, the authors address the call for greater use of historical analysis in the management literature.