Communicating the Resilience and Corporate Social Responsibility of SMEs during Lockdown in Spain: A Visual and Exploratory Study of Communication Mechanisms and Strategies
Abstract
:1. Introduction
2. Literature Review
2.1. Strategic Communication in SMEs
2.2. Communication Value Circle
2.3. Innovation, Resilience, and Corporate Social Responsability
- provide unique answers to extraordinary problems (behavioural)
- share values and transmit assurance (emotional)
- maintain connections of trust and engagement (relational)
- assign resources to new projects in order to provide answers to new situations (financial).
2.4. “Tourism” and “Food & Drink” Sectors
3. Materials and Methods
4. Results
4.1. RQ 1: To What Extent Have SMEs Communicated with Clients and Employees during Lockdown?
4.2. RQ 2: What Mechanisms/Channels Are Used to Spread These Communications?
4.3. RQ 3: What Communication Strategies Have Been Detected in Messages from Spanish SMEs in the “Food & Drink” Sector? What Mechanisms Are Used?
4.4. RQ 4: How Many SMEs Communicated Resilience and Sustainability? What Mechanisms Are Used?
4.5. RQ 5: How Can the Map of More Resilient SMEs Based on Corporative Communication Strategy Values Be Visualized?
4.6. RQ 6: Can Any Support or Empathy from the “Food & Drink” Sector to the “Tourism” Sector by SMEs Messages Be Identified?
5. Discussion
6. Conclusions and Recommendations
Limitations and Future Avenues
Funding
Institutional Review Board Statement
Informed Consent Statement
Conflicts of Interest
References
- Cobb, J. How COVID-19 Is Changing Consumer Behavior—And What to Do about It; Bloodhound Group: Raleigh, NC, USA, 2020. [Google Scholar]
- Diebner, R.; Silliman, E.; Ungerman, K.; Vancauwenberghe, M. Adapting Customer Experience during Coronavirus|McKinsey & Company. Available online: https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/adapting-customer-experience-in-the-time-of-coronavirus (accessed on 15 March 2022).
- Thambusamy, R.X.; Bekiroğulları, Z. Virtual Leadership in Small Businesses during the COVID-19 Pandemic: Challenges and Possibilities. Eur. J. Soc. Behav. Sci. 2020, 29, 3214–3224. [Google Scholar] [CrossRef]
- European Commission SME Definition. Available online: https://ec.europa.eu/growth/smes/sme-definition_en (accessed on 11 March 2022).
- Ziółkowska, M.J. Digital Transformation and Marketing Activities in Small and Medium-Sized Enterprises. Sustainability 2021, 13, 2512. [Google Scholar] [CrossRef]
- Juergensen, J.; Guimón, J.; Narula, R. European SMEs amidst the COVID-19 Crisis: Assessing Impact and Policy Responses. J. Ind. Bus. Econ. 2020, 47, 499–510. [Google Scholar] [CrossRef]
- García-Santiago, L. Digital Marketing in Times of COVID-19: An Analysis of the Communication Strategies of Spanish SMEs Through the Web and Social Media. In Innovative Perspectives on Corporate Communication in the Global World; IGI Global: Hershey, PA, USA, 2021; pp. 98–121. [Google Scholar]
- DocsRoom-European Commission. Available online: https://ec.europa.eu/docsroom/documents/46062 (accessed on 24 February 2022).
- Hope, K.; Peycheva, V.; McKiernan, S.; Julius, J.; Koch, L.; Herr, D.; Muller, P. Annual Report on European SMEs 2016–2017, Focus on Self-Employment SME Performance Review; EU Publications: Luxembourg, 2017. [Google Scholar]
- Vossen, R.W. Relative Strengths and Weaknesses of Small Firms in Innovation. Int. Small Bus. J. 1998, 16, 88–94. [Google Scholar] [CrossRef]
- OECD SME and Entrepreneurship Strategy. Available online: https://www.oecd.org/cfe/smes/strategy.htm (accessed on 15 March 2022).
- Warp Innovation; Dell, M.; Kovcin, J.; Dell, R. Report Regarding Areas/Aspects Relevant for Innovation Capacity within the Target Group (Project Number: 2019-1-RO01-KA204-063804); INCREASE (INnovation Capacity building foR EnhAncing Sustainable growth and Employability): Vienna, Austria; p. 49. Available online: https://increase.erasmus.site/wp-content/uploads/2020/11/IO1-%E2%80%93-Report-regarding-areas-and-aspects-relevant-for-innovation-capacity-within-the-target-group.pdf (accessed on 28 March 2022).
- Dumitriu, D.; Militaru, G.; Deselnicu, D.C.; Niculescu, A.; Popescu, M.A.-M. A Perspective Over Modern SMEs: Managing Brand Equity, Growth and Sustainability Through Digital Marketing Tools and Techniques. Sustainability 2019, 11, 2111. [Google Scholar] [CrossRef] [Green Version]
- Brodny, J.; Tutak, M. Digitalization of Small and Medium-Sized Enterprises and Economic Growth: Evidence for the EU-27 Countries. J. Open Innov. Technol. Mark. Complex. 2022, 8, 67. [Google Scholar] [CrossRef]
- Isensee, C.; Teuteberg, F.; Griese, K.-M.; Topi, C. The Relationship between Organizational Culture, Sustainability, and Digitalization in SMEs: A Systematic Review. J. Clean. Prod. 2020, 275, 122944. [Google Scholar] [CrossRef]
- Gherghina, Ș.C.; Botezatu, M.A.; Hosszu, A.; Simionescu, L.N. Small and Medium-Sized Enterprises (SMEs): The Engine of Economic Growth through Investments and Innovation. Sustainability 2020, 12, 347. [Google Scholar] [CrossRef] [Green Version]
- Ministerio de Agricultura, Pesca y Alimentación. Informe Anual Industria Alimentaria 2021–2022; Ministerio de Agricultura, Pesca y Alimentación: Madrid, Spain, 2022; pp. 1–13.
- Sumi, J.A. Enhancing the Success Rates through Effective Communication Strategies: A Case of the UK Midsized Construction Projects. Ph.D. Thesis, University of the West of Scotland, Glasgow, UK, 2019. [Google Scholar]
- Phokwane, C.; Makhitha, K.M. The Effects of Years of Operation, Business Training and Business Turnover on Marketing Communication Strategies of Smes in Polokwane South Africa. Acad. Entrep. J. 2020, 26, 1–15. [Google Scholar]
- Spithoven, A.; Vanhaverbeke, W.; Roijakkers, N. Open Innovation Practices in SMEs and Large Enterprises. Small Bus. Econ. 2013, 41, 537–562. [Google Scholar] [CrossRef]
- Kalkan, A.; Bozkurt, Ö.Ç.; Arman, M. The Impacts of Intellectual Capital, Innovation and Organizational Strategy on Firm Performance. Procedia-Soc. Behav. Sci. 2014, 150, 700–707. [Google Scholar] [CrossRef] [Green Version]
- Stenberg, A. What Does Innovation Mean—A Term without a Clear Definition. Ph.D. Dissertation, Halmstad University, Halmstad, Sweden, 2017. [Google Scholar]
- Damiano, R.J. What Is Innovation? Innovations 2011, 6, 65. [Google Scholar] [CrossRef]
- Van de Ven, A.H. Central Problems in the Management of Innovation. Manag. Sci. 1986, 32, 590–607. [Google Scholar] [CrossRef]
- Chowdhury, M.M.H.; Quaddus, M. Supply Chain Resilience: Conceptualization and Scale Development Using Dynamic Capability Theory. Int. J. Prod. Econ. 2017, 188, 185–204. [Google Scholar] [CrossRef]
- Shashi; Centobelli, P.; Cerchione, R.; Ertz, M. Managing Supply Chain Resilience to Pursue Business and Environmental Strategies. Bus. Strat. Environ. 2020, 29, 1215–1246. [Google Scholar] [CrossRef]
- Ali, M.H.; Suleiman, N.; Khalid, N.; Tan, K.H.; Tseng, M.-L.; Kumar, M. Supply Chain Resilience Reactive Strategies for Food SMEs in Coping to COVID-19 Crisis. Trends Food Sci. Technol. 2021, 109, 94–102. [Google Scholar] [CrossRef]
- Rozak, H.A.; Adhiatma, A.; Fachrunnisa, O.; Rahayu, T. Social Media Engagement, Organizational Agility and Digitalization Strategic Plan to Improve SMEs’ Performance; IEEE Transactions on Engineering Management: Piscataway, NJ, USA, 2021. [Google Scholar]
- Zutshi, A.; Mendy, J.; Sharma, G.D.; Thomas, A.; Sarker, T. From Challenges to Creativity: Enhancing SMEs’ Resilience in the Context of COVID-19. Sustainability 2021, 13, 6542. [Google Scholar] [CrossRef]
- Nurhayati, B.D.; Kusmantini, T.; Wahyuningsih, T. Antecedents and Implications of Innovation Capability: Empirical Study of Bakpia MSMEs in Yogyakarta. J. Indones. Econ. Bus. 2021, 36, 179–203. [Google Scholar] [CrossRef]
- Arsawan, I.W.E.; Supartha, I.W.G.; Rustiarini, N.W.; Sita Laksmi, P.A. SMEs Resiliencies and Agility during Pandemic Covid-19: A Bibliography Analysis and Future Directions. Econ. Ecol. Socium 2021, 5, 19–28. [Google Scholar] [CrossRef]
- Kujur, F.; Singh, S. Engaging Customers through Online Participation in Social Networking Sites. Asia Pac. Manag. Rev. 2017, 22, 16–24. [Google Scholar] [CrossRef]
- Zerfass, A.; Huck, S. Innovation, Communication, and Leadership: New Developments in Strategic Communication. Int. J. Strat. Commun. 2007, 1, 107–122. [Google Scholar] [CrossRef]
- Zerfass, A.; Viertmann, C. Creating Business Value through Corporate Communication: A Theory-Based Framework and Its Practical Application. J. Commun. Manag. 2017, 21, 68–81. [Google Scholar] [CrossRef]
- Volk, S.C.; Berger, K.; Zerfass, A.; Koehler, K. How to Play the Game. Strategic Tools for Managing Corporate Communications. Commun. Insights 2017, 3, 1–44. [Google Scholar]
- Khong, P.W.; Ren, R.M. User Acceptance of Information Technologies for Enterprise Development. Int. J. Comput. Appl. Technol. 2007, 28, 150–160. [Google Scholar] [CrossRef]
- Patrutiu-Baltes, L. Inbound Marketing-the Most Important Digital Marketing Strategy. Bull. Transilv. Univ. Brasov. Econ. Sciences. Ser. V.Economic Sciences 2016, 9, 61–68. [Google Scholar]
- Opreana, A.; Vinerean, S. A New Development in Online Marketing: Introducing Digital Inbound Marketing. Expert J. Mark. 2015, 3, 35–50. [Google Scholar]
- Jonsen, K.; Point, S.; Kelan, E.K.; Grieble, A. Diversity and Inclusion Branding: A Five-Country Comparison of Corporate Websites. Int. J. Hum. Resour. Manag. 2021, 32, 616–649. [Google Scholar] [CrossRef]
- Wu, D.D.; Li, C. Emotional Branding on Social Media: A Cross-Cultural Discourse Analysis of Global Brands on Twitter and Weibo. In Intercultural Communication in Asia: Education, Language and Values; Curtis, A., Sussex, R., Eds.; Multilingual Education; Springer International Publishing: Cham, Switzerland, 2018; pp. 225–240. ISBN 978-3-319-69995-0. [Google Scholar]
- Sharma, N.; Kamalanabhan, T.J. Internal Corporate Communication and Its Impact on Internal Branding: Perception of Indian Public Sector Employees. Corp. Commun. 2012, 17, 300–322. [Google Scholar] [CrossRef]
- Nothhaft, H.; Werder, K.P.; Verčič, D.; Zerfass, A. Editors’ Introduction. Int. J. Strateg. Commun. 2018, 12, 329–332. [Google Scholar] [CrossRef]
- Hallahan, K.; Holtzhausen, D.; van Ruler, B.; Verčič, D.; Sriramesh, K. Defining Strategic Communication. Int. J. Strateg. Commun. 2007, 1, 3–35. [Google Scholar] [CrossRef]
- Lewis, L. Organizational Change: Creating Change through Strategic Communication; John Wiley & Sons: Hoboken, NJ, USA, 2019; ISBN 978-1-119-43124-4. [Google Scholar]
- Holtzhausen, D.R.; Zerfass, A. Strategic Communication: Pillars and Perspectives of an Alternative Paradigm. In Public Relations and Communication Management; Routledge: Chicago, IL, USA, 2013; ISBN 978-0-203-07925-6. [Google Scholar]
- Frandsen, F.; Johansen, W. Strategic Communication. In The International Encyclopedia of Organizational Communication; John Wiley & Sons, Ltd.: Hoboken, NJ, USA, 2017; pp. 1–9. ISBN 978-1-118-95556-7. [Google Scholar]
- Howell, R.A.; Argenti, P.A.; Beck, K.A. The Strategic Communication Imperative. MIT Sloan Manag. Rev. 2005, 46, 83–89. [Google Scholar]
- Communication Value Circle. Available online: https://www.akademische-gesellschaft.com/en/research/topics/strategy-value-creation/communication-value-circle-en/?limit=all&cHash=50695ca546e5b022f30381ab8a9ae2c0 (accessed on 13 June 2022).
- Larasati, A.; Jamil, A.; Briandana, R. Communication Strategies in Providing Good Government Education Through Social Media: A Case Study at the Parliament of the Republic of Indonesia. Psychol. and Educ. 2021, 58, 722–734. [Google Scholar]
- Hollen, C. Digital Marketing Communication Strategies in Micro Social Enterprises. Master’s Thesis, University of Jyväskylä, Jyväskylä, Finland, 2018. [Google Scholar]
- Lam, S.; Yeung, D. Identify Successful Marketing Communication Strategies That Apply to a Small Hair Salon. In Proceedings of the Applied Management Conference, Hamilton, New Zealand, 23–25 October 2018. [Google Scholar]
- Okazaki, S.; Rivas, J.A. A Content Analysis of Multinationals’ Web Communication Strategies: Cross-Cultural Research Framework and Pre-Testing. Internet Res. 2002, 12, 380–390. [Google Scholar] [CrossRef] [Green Version]
- Wang, Q.; Liang, M.; Zhao, Q. Analysis of Communication Strategies in the New Media Age. J. Educ. Theory Manag. 2019, 3, 24. [Google Scholar] [CrossRef]
- Han, S.L.C.; Henninger, C.E.; Apeagyei, P.; Tyler, D. Determining Effective Sustainable Fashion Communication Strategies. In Sustainability in Fashion: A Cradle to Upcycle Approach; Springer International Publishing: Berlin/Heidelberg, Germany, 2017; pp. 127–149. ISBN 978-3-319-51253-2. [Google Scholar]
- Kim, B.-J.; Chang, Y.K.; Kim, T.-H. How Does Corporate Social Responsibility Promote Innovation? The Sequential Mediating Mechanism of Employees’ Meaningfulness of Work and Intrinsic Motivation. In Proceedings of the Hawaii International Conference on System Sciences, Waikoloa Village, HI, USA, 1 March–1 June 2018. [Google Scholar]
- Amabile, T.M.; Amabile, T.M.; Collins, M.A.; Conti, R.; Phillips, E.; Picariello, M.; Ruscio, J.; Whitney, D. Creativity in Context: Update to the Social Psychology of Creativity; Routledge: New York, NY, USA, 2019; ISBN 978-0-429-50123-4. [Google Scholar]
- Cumming, G.S.; Barnes, G.; Perz, S.; Schmink, M.; Sieving, K.E.; Southworth, J.; Binford, M.; Holt, R.D.; Stickler, C.; Van Holt, T. An Exploratory Framework for the Empirical Measurement of Resilience. Ecosystems 2005, 8, 975–987. [Google Scholar] [CrossRef]
- Lv, W.-D.; Tian, D.; Wei, Y.; Xi, R.-X. Innovation Resilience: A New Approach for Managing Uncertainties Concerned with Sustainable Innovation. Sustainability 2018, 10, 3641. [Google Scholar] [CrossRef] [Green Version]
- Bristow, G.; Healy, A. Innovation and Regional Economic Resilience: An Exploratory Analysis; Springer: Berlin/Heidelberg, Germany, 2018; Volume 60, pp. 265–284. [Google Scholar]
- Widodo, A.S. The Correlation of Entrepreneurship Characteristic, Business Innovation, and Marketing Strategy to the Resilience of Micro, Small, and Medium Enterprises (Msme) in the New Normal Patterns. E3S Web Conf. 2021, 316, 02034. [Google Scholar] [CrossRef]
- Brown, E.; Kasztelnik, K. The Microeconomics Study of the Relationship Between Resilience and the Strategic Management with the Financial Innovation Process in the United States. J. Strateg. Innov. Sustain. 2020, 15, 21. [Google Scholar]
- Barasa, E.; Mbau, R.; Gilson, L. What Is Resilience and How Can It Be Nurtured? A Systematic Review of Empirical Literature on Organizational Resilience. Int. J. Health Policy Manag. 2018, 7, 491–503. [Google Scholar] [CrossRef]
- Béné, C. Resilience of Local Food Systems and Links to Food Security—A Review of Some Important Concepts in the Context of COVID-19 and Other Shocks. Food Secur. 2020, 12, 805–822. [Google Scholar] [CrossRef]
- Christopher, M.; Peck, H. Building the Resilient Supply Chain. Int. J. Logist. Manag. 2004, 15, 1–14. [Google Scholar] [CrossRef] [Green Version]
- Williams, T.A.; Gruber, D.A.; Sutcliffe, K.M.; Shepherd, D.A.; Zhao, E.Y. Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams. Acad. Manag. Ann. 2017, 11, 733–769. [Google Scholar] [CrossRef]
- Iborra, M.; Safón, V.; Dolz, C. What Explains the Resilience of SMEs? Ambidexterity Capability and Strategic Consistency. Long Range Plan. 2020, 53, 101947. [Google Scholar] [CrossRef]
- LSEG. London Stock Exchange Group’ 1000 Companies to Inspire. Available online: https://www.lseg.com/resources/1000-companies-inspire (accessed on 13 June 2022).
- Jenkins, H. Small Business Champions for Corporate Social Responsibility. J. Bus. Ethics 2006, 67, 241–256. [Google Scholar] [CrossRef]
- Lepoutre, J.; Heene, A. Investigating the Impact of Firm Size on Small Business Social Responsibility: A Critical Review. J. Bus. Ethics 2006, 67, 257–273. [Google Scholar] [CrossRef]
- Rubio-Andrés, M.; Ramos-González, M.D.M.; Sastre-Castillo, M.Á.; Danvila-del-Valle, I. Exploring Sustainability, Good Governance, and Social Responsibility in Small and Medium Enterprises. Corp. Soc. Responsib. Environ. Manag. 2020, 27, 852–869. [Google Scholar] [CrossRef]
- Dahlsrud, A. How Corporate Social Responsibility Is Defined: An Analysis of 37 Definitions. Corp. Soc. Responsib. Environ. Manag. 2008, 15, 1–13. [Google Scholar] [CrossRef]
- Zhou, H.; Wang, Q.; Zhao, X. Corporate Social Responsibility and Innovation: A Comparative Study. Ind. Manag. Data Syst. 2020, 120, 863–882. [Google Scholar] [CrossRef]
- Luo, X.; Du, S. Exploring the Relationship between Corporate Social Responsibility and Firm Innovation. Mark. Lett. 2015, 26, 703–714. [Google Scholar] [CrossRef]
- Gallego-Álvarez, I.; Prado-Lorenzo, J.M.; García-Sánchez, I.M. Corporate Social Responsibility and Innovation: A Resource-Based Theory. Manag. Decis. 2011, 49, 1709–1727. [Google Scholar] [CrossRef]
- Ferauge, P. A Conceptual Framework of Corporate Social Responsibility and Innovation. Glob. J. Bus. Res. 2012, 6, 85–96. [Google Scholar]
- Preuss, L. Innovative CSR: A Framework for Anchoring Corporate Social Responsibility in the Innovation Literature. J. Corp. Citizsh. 2011, 49, 17–33. [Google Scholar]
- Chkir, I.; Hassan, B.E.H.; Rjiba, H.; Saadi, S. Does Corporate Social Responsibility Influence Corporate Innovation? International Evidence. Emerg. Mark. Rev. 2021, 46, 100746. [Google Scholar] [CrossRef]
- Moure, R.C. CSR Communication in Spanish Quoted Firms. Eur. Res. Manag. Bus. Econ. 2019, 25, 93–98. [Google Scholar] [CrossRef]
- Hernández-Pajares, J. Sostenibilidad corporativa y COVID-19: Evidencia en páginas web y redes sociales de empresas peruanas (Corporate Sustainability and COVID-19: Evidence on Peruvian Companies’ Websites and Social Networks). SSRN Electron. J. 2020, 1–18. [Google Scholar] [CrossRef]
- Cousins, J.; Foskett, D.; Graham, D.; Hollier, A. Food and Beverage Management: For the Hospitality, Tourism and Event Industries; Goodfellow Publishers Ltd.: Oxford, UK, 2019; ISBN 978-1-911635-11-6. [Google Scholar]
- Siddiquei, M.I.; Khan, W. Economic Implications of Coronavirus. J. Public Aff. 2020, 20, e2169. [Google Scholar] [CrossRef]
- Esteves, J.M. Economic Crisis and the Image of Portugal as a Tourist Destination: The Restaurants’ Perspective. Worldw. Hosp. Tour. Themes 2014, 6, 480–484. [Google Scholar] [CrossRef]
- Mcgunagle, D.M.; Button, D.; Zizka, L. The Impact of Corporate Social Responsibility Communication on Corporate Reputation. I-Manag. J. Manag. 2016, 10, 37. [Google Scholar]
- Strauss, A.; Corbin, J. Bases de la Investigación Cualitativa: Técnicas Y Procedimientos Para Desarrollar la Teoría Fundamentada; Universidad de Antioquia: Medellín, Colombia, 2002; ISBN 978-958-714-513-7. [Google Scholar]
- Contreras Bello, Y. Bases de La Investigación Cualitativa, Técnicas y Procedimientos Para Desarrollar Una Teoría Fundamentada. Autores: Anselm Strauss y Juliet Corbin. Universidad de Antioquia, Colombia, 2012. Rev. Logos Cienc. Tecnol. 2012, 3, 172–173. [Google Scholar] [CrossRef]
- Costa, A.P.; Reis, L.P.; de Souza, F.N.; Moreira, A. Computer Supported Qualitative Research: Second International Symposium on Qualitative Research (ISQR 2017); Advances in Intelligent Systems and Computing, 621; Springer International Publishing: Cham, Switzerland, 2018; pp. 1–448. ISBN 978-3-319-61120-4. [Google Scholar]
- Parsons, A.; Zeisser, M.; Waitman, R. Organizing Today for the Digital Marketing of Tomorrow. J. Interact. Mark. 1998, 12, 16. [Google Scholar] [CrossRef]
- Grandjean, M. Gephi Introduction to Network Analysis and Visualization. Available online: http://www.martingrandjean.ch/gephi-introduction/ (accessed on 23 April 2021).
- Cherven, K. Network Graph Analysis and Visualization with Gephi; Packt Publishing Ltd.: Birmingham, UK, 2013; ISBN 978-1-78328-014-8. [Google Scholar]
- Wasserman, S.; Faust, K.; Urbana-Champaign; University of Illinois. Social Network Analysis: Methods and Applications; Cambridge University Press: Cambridge, UK, 1994; ISBN 978-0-521-38707-1. [Google Scholar]
- Constantin, F.; Kavoura, A. Digital Entrepreneurship via Sustainable Online Communication of Dentistry Profession, Oradea, Romania: A Longitudinal Analysis. Sustainability 2022, 14, 802. [Google Scholar] [CrossRef]
- Mustafa, M.; Abbas, A. Comparative Analysis of Green ICT Practices among Palestinian and Malaysian in SME Food Enterprises during Covid-19 Pandemic. PalArchs J. Archaeol. Egypt Egyptol. 2021, 18, 254–264. [Google Scholar]
- Baral, M.M.; Singh, R.K.; Kazançoğlu, Y. Analysis of Factors Impacting Survivability of Sustainable Supply Chain during COVID-19 Pandemic: An Empirical Study in the Context of SMEs. Int. J. Logist. Manag. 2021, 32, 1–27. [Google Scholar] [CrossRef]
- Bettiol, M.; Capestro, M.; Di Maria, E.; Micelli, S. Reacting to the COVID-19 Pandemic through Digital Connectivity with Customers: The Italian Experience. Ital. J. Mark. 2021, 2021, 305–330. [Google Scholar] [CrossRef]
- Donthu, N.; Gustafsson, A. Effects of COVID-19 on Business and Research. J. Bus. Res. 2020, 117, 284–289. [Google Scholar] [CrossRef]
- Corchuelo Martínez-Azúa, B.; López-Salazar, P.E.; Sama-Berrocal, C. Impact of the COVID-19 Pandemic on Agri-Food Companies in the Region of Extremadura (Spain). Agronomy 2021, 11, 971. [Google Scholar] [CrossRef]
- Acquila-Natale, E.; Chaparro-Peláez, J.; Del-Río-Carazo, L.; Cuenca-Enrique, C. Do or Die? The Effects of COVID-19 on Channel Integration and Digital Transformation of Large Clothing and Apparel Retailers in Spain. J. Theor. Appl. Electron. Commer. Res. 2022, 17, 439–457. [Google Scholar] [CrossRef]
- Jindřichovská, I.; Eckert, E. Social Responsibility of Mining Companies at a Time of COVID-19: Dear Shareholders! Sustainability 2022, 14, 350. [Google Scholar] [CrossRef]
- Guijarro, E.; Santadreu-Mascarell, C.; Blasco-Gallego, B.; Canós-Darós, L.; Babiloni, E. On the Identification of the Key Factors for a Successful Use of Twitter as a Medium from a Social Marketing Perspective. Sustainability 2021, 13, 6696. [Google Scholar] [CrossRef]
- Madeira, A.; Palrão, T.; Mendes, A.S. The Impact of Pandemic Crisis on the Restaurant Business. Sustainability 2021, 13, 40. [Google Scholar] [CrossRef]
Perspectives | Strategic Component |
---|---|
tangible assets | Publicity |
Customer preferences | |
Employee commitment | |
intangible assets | Reputation |
Brands | |
Corporate culture | |
room for maneuver | Relationships |
Trust | |
Legitimacy | |
development opportunities creation | Crisis resilience |
Thought leadership | |
Innovation potential |
1000 Companies Europe-2018 | ||
---|---|---|
Agriculture/Farming/Forestry | Engineering | Media |
Aviation Services | Environmental Services | Motor vehicle retail |
Business Services | Facilities Services | Packaging facilities |
Chemicals | Fitness & Health | Pharmaceutical/Science |
Cleaning Services | Food & Drink | Professional Services |
Clothing | Green energy | Retail |
Clothing (Manufacturing) | Health | Security |
Construction/Property | Import/Export | Services |
Consumer Services | IT Technology | Technology |
Design | Landscape services | Telecommunications |
Design & Manufacturing | Logistics | Textiles |
Education | Machining | Transportation |
Electronics | Manufacturing | Travel/Leisure |
Employment Services | Manufacturing & Engineering | Utilities |
Energy | Marketing | Veterinary Services |
Wholesale |
Literal Primario NAICS 2017 | Total | % |
---|---|---|
Frozen Fruit, Juice, and Vegetable Manufacturing | 5 | 17% |
Nonchocolate Confectionery Manufacturing | 3 | 10% |
Offices of Bank Holding Companies | 2 | 7% |
Meat Processed from Carcasses | 2 | 7% |
Fresh Fruit and Vegetable Merchant Wholesalers | 2 | 7% |
Fish and Seafood Merchant Wholesalers | 2 | 7% |
Animal (except Poultry) Slaughtering | 2 | 7% |
Supermarkets and Other Grocery (except Convenience) Stores | 1 | 3% |
Soybean and Other Oilseed Processing | 1 | 3% |
Soft Drink Manufacturing | 1 | 3% |
Other Management Consulting Services | 1 | 3% |
Offices of Certified Public Accountants | 1 | 3% |
Miscellaneous Financial Investment Activities | 1 | 3% |
Ice Cream and Frozen Dessert Manufacturing | 1 | 3% |
General Line Grocery Merchant Wholesalers | 1 | 3% |
Fluid Milk Manufacturing | 1 | 3% |
Dairy Product (except Dried or Canned) Merchant Wholesalers | 1 | 3% |
Beer and Ale Merchant Wholesalers | 1 | 3% |
All Other Specialty Food Stores | 1 | 3% |
Component | Content and Communication Tool or Trigger |
---|---|
Publicity | Both products and services |
Customer preferences | Mechanism (trigger) that pushes the customer to act and that permits their opinion or reaction (lead) towards a product, service, brand or company to be known |
Employee commitment | Messages from the company to its staff, dissemination of actions carried out by workers or in collaboration with them (e.g., donations). |
Reputation | Subjective and generalised perception of the company, either for what it does or for what it talks about through available means of communication. |
Brands | Identification and differentiation of the company mentioning its name and/or creating slogans relating to the pandemic situation. |
Corporate culture | Contents that reflect social values, and the use of the most well-known social responsibility slogans. |
Relationships | Content posted by the company both to attract customers and to thank collaborators, security forces and healthcare workers. |
Trust | Messages referring to prevention and communication of trust. |
Legitimacy | Capacity for acting coherently as regards socially accepted norms and expectations of interested parties. The clearest action in this component is customer service. |
Thought leadership | Capacity for leadership influences the transfer of ideas and convincing others to carry out some type of action. An example would be support for other services, a crucial aspect in economic sustainability. |
Innovation potential | The capacity to identify opportunities for new products and services and understand trends and ideas is clearly reflected in advertising new products. |
Corporate Communication Contents | Communication Strategy | Resilience/CSR | Resilience and CSR Referred to: |
---|---|---|---|
| Publicity | ||
Employee Commitment | Corporate Social Responsibility | CSR in dimensions: interaction with stakeholders, solidarity actions | |
| Customer Preferences | Resilience | Comportamental resilience |
| Reputation | Corporate Social Responsibility/Resilience | Corporate Social Responsibility in dimensions: interaction with stakeholders, solidarity actions |
| Brands | Resilience | Providing unique answers to extraordinary problems |
| Corporate Culture | Emotional resilience (sharing values and transmitting security) CSR in dimensions: environmental, social, economic | |
| Relationships | Relational and emotional Resilience (aintaining trust and engagement) | |
| Trust | Relational Resilience | |
| Legitimacy | Corporate Social Responsibility/Resilience | |
| Thought Leadership | Comportamental and/or financial resilience (allocating resources to new projects in order to solve new situations). CSR in dimensions: environmental, social, economic | |
| Innovation Potential |
Number of Channels | 4 Channels | 3 Channels | 2 Channels | 1 Channel | No Channels |
---|---|---|---|---|---|
Number of SMEs | 2 | 5 | 9 | 9 | 5 |
Percentage of SMEs | 6.7% | 16.7% | 30.0% | 30.0% | 16.7% |
SMEs | C10 | C9 | C11 | C13 | C8 |
C20 | C26 | C18 | C30 | C14 | |
C7 | C2 | C22 | C19 | ||
C28 | C1 | C17 | C24 | ||
C27 | C16 | C3 | C25 | ||
C4 | C5 | ||||
C12 | C6 | ||||
C15 | C21 | ||||
C23 | C29 |
Strategic Communication Elements | Frequency |
---|---|
Brand | 22.30 |
Relationships | 18.01 |
Reputation | 11.84 |
Corporate culture | 11.15 |
Publicity | 10.98 |
Trust | 9.61 |
Customer preferences | 4.97 |
Employee commitment | 4.63 |
Innovation potential | 2.57 |
Thought leadership | 2.06 |
Legitimacy | 1.89 |
Environment | Employment and Economy | Consumption | |
---|---|---|---|
Lead | 3.3% | 6.7% | 60.0% |
Customer assistance | 3.3% | 3.3% | 13.3% |
Slogan creation | 3.3% | 16.7% | |
Remote Working | 53.3% | 3.3% | |
Inbound Marketing | 16.7% | 50.0% | |
Other recommendations | 16.7% | 36.7% | |
Preventive healthcare | 6.7% | 3.3% | |
New products | 3.3% | 20.0% | |
Wishes | 3.3% | 10.0% | |
Gratitude | 3.3% | 3.3% | |
Solidarity actions. donation and collaboration | 3.3% | 3.3% | |
Call to Sustainability support | 16.7% | ||
Slogan use | 10.0% | ||
Agreements and Grants | 6.7% |
Medium (<250) | Small (<50) | Micro (<10) |
---|---|---|
C26 | C18 | C27 |
C20 | C30 | C14 |
C21 | C10 | - |
C25 | C5 | - |
C7 | C2 | - |
C23 | C29 | - |
C4 | - | - |
C16 | - | - |
C11 | - | - |
C19 | - | - |
C8 | - | - |
C24 | - | - |
C22 | - | - |
C15 | - | - |
C17 | - | - |
SECTOR | Blog | Website Press | Website News | COVID Section | ||
---|---|---|---|---|---|---|
F&D | 13.04% | 2.17% | 4.35% | 8.70% | 4.35% | |
Other Sectors | 28.26% | 17.39% | 4.35% | 10.87% | 6.52% |
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. |
© 2022 by the author. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
García-Santiago, M.-D. Communicating the Resilience and Corporate Social Responsibility of SMEs during Lockdown in Spain: A Visual and Exploratory Study of Communication Mechanisms and Strategies. Sustainability 2022, 14, 7944. https://doi.org/10.3390/su14137944
García-Santiago M-D. Communicating the Resilience and Corporate Social Responsibility of SMEs during Lockdown in Spain: A Visual and Exploratory Study of Communication Mechanisms and Strategies. Sustainability. 2022; 14(13):7944. https://doi.org/10.3390/su14137944
Chicago/Turabian StyleGarcía-Santiago, María-Dolores. 2022. "Communicating the Resilience and Corporate Social Responsibility of SMEs during Lockdown in Spain: A Visual and Exploratory Study of Communication Mechanisms and Strategies" Sustainability 14, no. 13: 7944. https://doi.org/10.3390/su14137944