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Abstract This paper, taking four enterprises of different type as the cases, through analyzing and comparing their behavior of CSR, found that small-and-medium-sized family businesses, especially those under the control of the founders, are inclined to adopt embedded CSR mode, while the larger family business and non-family businesses tend to use the peripheral CSR mode. To explain the underlying logic of such phenomenon, we conduct further analysis regarding the decision mechanism, decision-makers’ psychological pursuit, management cognition of the cases, and the stakeholders’ feedback towards their CSR behavior. A psychological mechanism underpinning family businesses’ embedded CSR is finally constituted.
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Received: 06 December 2016
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2017, Vol. 14 
