Study On The Psychological Basis And Behavioral Mechanism Of Small And Medium-sized Family Enterprises In Fulfilling CSR

Small and medium-sized family businesses play a decisive role ingross domestic product of China.They are also forces that cannot be ignored in the corporate social responsibility(CSR).However,what factors have driven small and medium-sized family-owned enterprises with limited strength to perform CSR? How do they obtain the resources and capabilities to continuously implement CSR behavior? There is still no literature that can provide persuasive answers.In reality,some enterprises that perform well in public welfare activities,charitable donations,etc.,which are actually irresponsible to the society during actual production and operation such as illegal discharge of sewage,bullying consumers,etc.It is questionable about the motivation for fulfilling CSR and the value of its CSR behavior.Therefore,under the background of promoting the transformation of Chinese economic development model and better satisfying people's pursuit of a better life,it is particularly important to explore the psychological basis and behavioral mechanisms of small and medium-sized family companies in fulfilling corporate social responsibility.Based on the existing gaps in CSR research and family business research,this study uses multiple case studies to conduct research on six companies with different levels of family involvement to refine the behavioral characteristics and decision-making mechanisms of small and medium-sized family companies in fulfilling their social responsibilities,the behavioral motivation of decision makers,the concept of corporate management concepts,etc.,trying to grasp the complete CSR behavioral model of an enterprise,and cross-examines the CSR as an abstract variable to explore the number and frequency of its interface.The behavioral subject's cognitive model and value appeal seek out the intrinsic motivation and logic of CSR behavior to objectively understand the corporate CSR attributes and make an effective interpretation and prediction of its value.Finally,based on the identity theory,this study constructed the psychological foundation and behavioral mechanism model for small and medium-sized family companies to perform CSR.The study found that the psychological appeals based on identity construction of the decision-makers of small and medium-sized family companies drive companies to create specific values for stakeholders;the experience and expertise of small and medium-sized family business decision makers are also the basis of their identity construction content and the core competitiveness of enterprises.The value-creation behavior and core competencies tend to be consistent,resulting in the formation of embedded CSR decisions and behaviors;the governance model of the two-in-one family of small and medium-sized family companies gives decision makers sufficient authority to implement individual appeals in the company's core competitiveness and organization.Identity and management philosophy;the long-term value orientation of small and medium-sized family companies and the family members of decision makers provide psychological resources for enterprises to balance their economic and social goals;stakeholders give positive feedback based on social exchange theory to implement embedded CSR for enterprises.Provides financial and human resources.The theoretical contribution of this study lies in: First,for CSR research,this study innovatively explains the motivation of small and medium-sized family companies to fulfill CSR from the psychological level of decision makers,and expands the external pressure perspective and legitimacy perspective of existing CSR motivation research;At the same time,this study has corrected the one-sided description of CSR behavior in the existing literature and the biased perception of CSR implementation subjects.Secondly,for family business research,this study promotes the motivation for family businesses to implement CSR from the pursuit of social emotional wealth(SEW)to a more original level of identity recognition,and thus to small and medium-sized family businesses,large family-owned enterprises,and non-family companies.Differences in CSR behavior provide more convincing explanations.This study provides practical suggestions for the formation of real and lasting CSR behaviors for small and medium-sized family businesses,creates a social environment conducive to the implementation of embedded CSR for public administration departments.And provide a theoretical basis for guiding and encouraging more companies to adopt embedded CSR behaviors.