SMEs and Supply Chains: A Systematic Review of CSR Adoption and Scalability Models

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Yet CSR adoption in SMEs is uneven, and many approaches promoted by large firms (e.g., extensive audits, complex reporting, costly certifications) are difficult to sustain at scale for resource-constrained suppliers. This systematic review synthesises evidence on how large-firm supplier requirements shape SME labour, safety, and environmental practices, and which low-cost, scalable CSR models are most feasible for SMEs. Following PRISMA 2020 reporting guidance, the review screened 240 records, assessed 50 full texts, and included 20 peer-reviewed studies (2006–2024). Thematic synthesis identifies four recurring mechanisms: (a) compliance-oriented pressure via contractual clauses, codes, and audits; (b) internalisation through owner-manager values and strategic opportunity; (c) capability constraints involving knowledge, systems, time, and finance; and (d) scalability through shared infrastructure, intermediaries, and collective action (clusters, cooperatives, and networks). Evidence suggests that supplier requirements can trigger minimum compliance but may also produce superficial adoption when capability support is absent. Scalable models emphasise shared audits, supplier development, peer learning, simplified metrics, and digital tools that reduce per-firm transaction costs. The review concludes with an integrated conceptual model and a research agenda focused on causal designs, multi-tier diffusion, and low-cost implementation pathways in low- and middle-income contexts. Entrepreneurship small and medium-sized enterprises supply chains corporate social responsibility sustainability supplier requirements scalability systematic review Figures Figure 1 Introduction CSR expectations increasingly travel through supply chains. Large buyers use supplier codes of conduct, audit protocols, contractual clauses, and sustainability reporting requirements to reduce reputational and regulatory risk and to respond to stakeholder expectations (Baden et al., 2011 , 2009 ). For SMEs, these requirements can act as external governance mechanisms that shape decisions about labour standards, occupational health and safety (OHS), and environmental management (Ayuso et al., 2013 ). However, SMEs often operate with limited managerial slack, informal systems, and restricted access to finance, which makes replicating large-firm CSR systems unrealistic (Jenkins, 2006 ; Russo & Tencati, 2009 ). CSR in SMEs is frequently informal, relationship-based, and shaped by owner-manager values rather than formalized systems (Murillo & Lozano, 2006 ; Russo & Tencati, 2009 ). At the same time, supply chain governance introduces more standardised expectations, such as third-party certifications, audit checklists, and performance targets. This creates a tension between what is administratively feasible for SMEs and what buyers require for assurance and comparability. Evidence suggests that buyer pressure can lead to improvements in selected practices, but it can also encourage superficial compliance, paperwork-driven approaches, or selective implementation when requirements are misaligned with SME capabilities (Baden et al., 2011 ; Ciliberti et al., 2008 ). Understanding whether supplier requirements change on-the-ground practices, and which conditions enable deeper integration, is therefore central to both sustainability outcomes and SME competitiveness. A related practical challenge is scalability. Many CSR interventions are designed for large firms with specialist staff and dedicated budgets, yet supply chains in many sectors are SME-dense. Scalable models need to reduce fixed costs and transaction burdens for SMEs, for example through shared services, simplified management systems, collective action, or buyer-supported capability building (Meyer & Meyer, 2007 ). This article strengthens the evidence base by systematically reviewing peer-reviewed studies on SMEs, supply chains, CSR adoption, and scalability models. The review addresses two research questions: Do large-firm supplier requirements change SME labour, safety, or environmental practices? What low-cost CSR models scale for SMEs across supply chains? The contribution is threefold. First, it consolidates fragmented evidence into a thematic synthesis. Second, it distinguishes between compliance and integration pathways and clarifies enabling conditions. Third, it proposes a practical typology of scalable CSR models for SME dense supply chains and a research agenda aligned to contemporary sustainability expectations. The remainder of the paper is organised as follows: The Literature Review clarifies core concepts and theoretical orientations; the Research Design and Methodology describes the PRISMA aligned process and analytic approach; the Results present thematic findings and scalability models; and the Discussion and Conclusion outline implications for research, buyers, and SME support organisations. Literature Review CSR refers to a firm’s responsibilities for managing social and environmental impacts in ways that go beyond narrow legal compliance and contribute to stakeholder well-being. In supply chains, CSR is often operationalised through responsible sourcing practices that cover labour and human rights, OHS, environmental management (e.g., emissions, waste, water), and business ethics. Within SME settings, CSR tends to be less formalised and more relationship-based than in large firms. For example, evidence from Italy indicates that large firms more frequently rely on formal CSR instruments (standards, reporting, and codified procedures), whereas micro, small, and medium-sized firms more often practice informal CSR grounded in local social capital and stakeholder relationships (Russo & Tencati, 2009 ). Case evidence also suggests that owner-manager interpretations and local context shape what counts as CSR in everyday SME practice (Murillo & Lozano, 2006 ). In this review, “supplier requirements” refer to CSR expectations imposed or requested by buyers, including codes of conduct, audit and monitoring systems, certification requirements, sustainability clauses in contracts, and reporting templates. “Scalability models” refer to implementation arrangements that enable CSR practices to expand across many SMEs without proportional increases in cost per firm. Scalability may occur through shared infrastructure (e.g., pooled audits), inter-firm collaboration (e.g., clusters and cooperatives), intermediaries (e.g., industry associations, NGOs, third-party platforms), or simplified management systems and metrics designed for SMEs. Theoretical Orientations Three theoretical lenses are commonly used to explain CSR adoption in SME supply chains. Stakeholder and legitimacy perspectives emphasise that firms respond to salient stakeholders who can affect access to markets and resources. Large buyers are particularly salient stakeholders because they can reward compliance with continued orders and sanction non-compliance through delisting or reduced business. Institutional theory explains how CSR requirements diffuse through coercive pressures (contractual and audit demands), normative pressures (industry expectations and professional norms), and mimetic pressures (imitation under uncertainty). Studies of SME suppliers show that CSR requirements are often transmitted along the chain, with SMEs acting as “transmitters” of buyer expectations to their own upstream partners (Ayuso et al., 2013 ). Empirical work also suggests that buyer pressure can be both enabling and burdensome, depending on how requirements are implemented and supported (Baden et al., 2009 ). Resource dependence and capability perspectives highlight that pressure alone is insufficient. SMEs may comply only superficially if they lack finance, knowledge, or systems to implement and sustain changes. Research on environmental behaviour in manufacturing SMEs demonstrates that business performance considerations and regulatory pressures can drive environmental practices, but decisions remain shaped by constraints in resources and managerial frames (Williamson et al., 2006 ). Network and collective action perspectives help explain scalability. Because SMEs face similar constraints, collaborative arrangements can reduce unit costs and facilitate learning. A qualitative study of French winemaking cooperatives illustrates how collective action within a network enabled CSR implementation over time by mobilising social capital and shared practices (Meyer & Meyer, 2007 ). Similarly, research on inter-organizational cooperation oriented toward sustainability indicates that collaboration can address resource gaps and support dissemination of sustainability practices among SMEs (Suchek & Franco, 2024 ) Theoretical Examination Integrating these lenses suggests a practical logic: buyer requirements create pressure to adopt CSR practices, but the translation of pressure into real change depends on enabling capability and the governance context of the relationship. CSR adoption in SMEs ranges along a continuum from compliance (meeting minimum buyer requirements) to integration (embedding social and environmental practices into routine operations). Two mediating mechanisms are central. First, perceived pressure shapes motivation: SMEs may view CSR requirements as a market access condition or as an opportunity to improve reputation and performance. Second, capability shapes feasibility: SMEs need knowledge, time, systems, and financing to convert requirements into improvements in labour, safety, and environmental practices. Moderators such as SME tier/position, relationship quality, and sectoral risk influence both pressure and capability. Scalability depends on whether SMEs can reduce fixed costs of implementation. The reviewed studies point to four scalable pathways: (a) shared compliance infrastructure (pooled audits, shared templates), (b) supplier development and coaching (buyer or third-party support), (c) collective action within clusters, cooperatives, and associations, and (d) digitalisation (simplified reporting and traceability tools). Figure 2 summarises this integrated model. Research Design and Methodology A PRISMA-based systematic literature review was conducted to synthesise evidence on how supply chain requirements influence SME CSR adoption and practice change. The review focused on peer-reviewed empirical studies and evidence syntheses that examined CSR (including environmental, labour, and OHS practices) in SME supply chain contexts and reported adoption, implementation, or compliance outcomes (Page et al., 2021 ). Information sources. The electronic search was conducted across Scopus, Web of Science, Emerald Insight, and ScienceDirect, complemented by targeted citation chasing (backward and forward) from highly relevant review and empirical papers. These sources were selected to cover multidisciplinary scholarship spanning operations and supply chain management, business ethics, sustainability, and organizational studies. Search strategy. A structured search was designed around four concept groups: (a) SME terms (e.g., SME, small business, medium enterprise), (b) CSR terms (CSR, corporate responsibility, sustainability, social responsibility, environmental practices), (c) supply chain terms (supply chain, supplier, procurement, sourcing, buyer, global value chain), and (d) adoption or implementation terms (adopt*, implement*, compliance, audit, code of conduct, certification). Boolean operators and truncation were used, and the search strings were adapted to each database. Record management and de-duplication. Retrieved records were exported to reference management software and de-duplicated prior to screening. A screening log was maintained to document inclusion and exclusion decisions at each stage and to support PRISMA reporting. Eligibility criteria. Studies were included if they (a) were peer-reviewed journal articles, (b) focused on SMEs or included SME-specific analysis, (c) examined CSR or sustainability practices in a supply chain context or in response to buyer or lead-firm requirements, and (d) reported empirical findings or a systematic evidence synthesis. Studies were excluded if they were non-peer-reviewed, lacked an SME component, or addressed CSR without an explicit supply chain mechanism. Study selection. Screening was conducted in two stages: (1) title and abstract screening for relevance to SMEs, supply chain mechanisms, and CSR practices; and (2) full-text assessment against the eligibility criteria. The final set of included studies is summarised in the PRISMA flow diagram and in the study characteristics table. Data collection methods (data extraction). A standardised extraction template was used to collect comparable information across studies. Extracted fields included: country or region; sector; SME definition and size category; supply chain position; type of buyer requirement (e.g., codes of conduct, audits, certification, contractual clauses); CSR domain (labour, OHS, environment, or multi-dimensional); implementation approach (compliance-focused vs integration-focused); enabling or constraining factors (capabilities, finance, buyer support, intermediaries, networks); and reported outcomes (practice changes, performance, market access, or unintended effects). When studies reported multiple cases or phases, data were extracted at the most granular level available and then aggregated to study-level summaries for synthesis. Quality appraisal. Methodological quality was appraised using criteria appropriate for mixed evidence, drawing on the Mixed Methods Appraisal Tool (MMAT) user guidance(Hong et al., 2018 ). Appraisal focused on the transparency of sampling, measurement, and analytic procedures; credibility or validity checks; and the plausibility of causal claims about the effects of buyer requirements on SME practices. Data synthesis. Because study designs, outcomes, and measures were heterogeneous, meta-analysis was not appropriate. Instead, thematic synthesis was used to extract mechanisms and to build a typology of scalable models (Thomas & Harden, 2008 ). Codes were developed iteratively from study findings and then grouped into higher-order themes covering (a) pathways from buyer requirements to practice change, (b) mediating SME capabilities and governance conditions, and (c) CSR models that reduce fixed costs and support scale across SME populations. PRISMA Flow Summary The screening process identified 240 records. After removal of 60 duplicates, 180 records were screened by title and abstract. of these, 130 were excluded for not meeting inclusion criteria. Fifty full texts were assessed, and 30 were excluded for reasons such as lack of SME focus, absence of a supply chain link, or non-peer-review status Theoretical sampling of the case or cases Table 1 summarises the 20 included studies and highlights the diversity of contexts, methods, and supply chain mechanisms. Consistent with the review questions, the table captures how supplier requirements are transmitted and which arrangements appear to reduce the cost of CSR implementation for SMEs. Table 1 Characteristics of included studies and supply chain CSR mechanisms. Study Country/sector Design & method Supply chain mechanism CSR focus Scalability insight Ayuso et al. ( 2013 ) Spain; multi-sector Empirical/conceptual analysis SMEs transmit CSR requirements upstream Environmental & social Leverage SME intermediaries and upstream diffusion Baden et al. ( 2009 ) UK; mixed sectors Survey of SME owner-managers Buyer pressure; evidence requests Broad CSR Pair pressure with capability support Baden et al. ( 2011 ) UK; procurement networks Qualitative/policy analysis Procurement policies cascade downstream Social & environmental Simplified procurement templates reduce costs Bikefe et al. (2020) Multi-country Systematic review Maps CSR in SMEs evidence base Broad CSR Calls for simple metrics and support structures Ciliberti et al. ( 2008 ) Italy; manufacturing Multiple case study CSR governance in supply chains Labour & ethics SME-tailored tools and relationship governance Ciliberti et al. (2009) UK; SMEs Multiple case study (4 cases) Supply chain pressure and public authority influence Social & environmental Coaching and fit-for-SME monitoring Ernst et al. (2022) Germany; SMEs Quantitative model Stakeholder pressure; social proximity Corporate sustainability Local ties can accelerate uptake Jammulamadaka (2013) Cross-context Conceptual paper Responsibility allocation in SMEs Broad CSR Supports low-cost prioritization Jenkins ( 2006 ) UK/EU; SMEs Conceptual/empirical discussion Small business CSR champions Broad CSR Peer learning and champions can diffuse practice Lee et al. (2017) Korea; SMEs Survey-based study Institutional & stakeholder drivers in SME supply chains Workplace/ environment/ marketplace Guidance reduces implementation friction Li et al. (2016) China & Finland; wood supply chain Comparative survey Customer/market expectations Corporate responsibility & competitiveness Shared industry guidance supports adoption Meyer et al. (2017) France; wine cooperatives Qualitative case (network) Collective action and social capital Social & environmental Networks reduce per-firm costs Murillo & Lozano ( 2006 ) Spain; SMEs Multiple case study (4 cases) Contextualizes CSR in SMEs Social & environmental CSR scaling via locally embedded practices Oduro et al. (2024) Multi-country Systematic review Synthesizes CSR in SMEs knowledge Broad CSR Calls for measurement harmonization Ortiz-Avram et al. (2018) Multi-country Systematic literature review CSR integration into SME strategy Broad CSR Highlights context-specific models Russo & Tencati ( 2009 ) Italy; multi-sector Quantitative analysis Formality varies with firm size Broad CSR Informal CSR can scale through relationships Sawang et al. ( 2024 ) UAE; SMEs Survey-based study Customers/suppliers/government influence sustainability behaviours Environmental practices Coordinated stakeholder signals strengthen adoption Stekelorum ( 2020 ) Multi-country Systematic literature review Roles of SMEs in CSR supply chains Labour & environmental Identifies roles for scalable interventions Stekelorum et al. (2023) Multi-country Quantitative study Supply chain pressures; position effects CSR practices Tier-sensitive interventions Williamson et al. ( 2006 ) UK; manufacturing SMEs Qualitative field study (31 SMEs) Environmental drivers under constraints Environmental management Simplify tools and link to performance Results and Thematic Synthesis The synthesis produced four themes that explain how supplier requirements influence SME practices and how CSR can scale under resource constraints. Theme 1: Supplier requirements trigger minimum compliance, but depth of change varies. Across contexts, buyer requirements (codes, audits, evidence requests) are a strong trigger for CSR activity, especially for export-oriented SMEs. UK evidence indicates that buyer pressure can motivate SME owner-managers to adopt visible CSR practices, but the effect depends on how requirements are framed and supported (Baden et al., 2009 ). Case evidence suggests that SMEs can struggle to translate requirements into sustained operational change when demands are complex, frequently changing, or perceived as imposed without dialogue (Ciliberti et al., 2008 ). Theme 2: SMEs act as brokers and transmitters of CSR requirements. CSR requirements do not stop at the first tier. SMEs can pass expectations upstream to their own suppliers, functioning as “transmitters” of CSR requirements (Ayuso et al., 2013 ). This broker role is strategically important: strengthening SME capability can have multiplier effects across multi-tier supply chains. Stekelorum’s review similarly highlights that SMEs can occupy different roles in CSR implementation, including adopters, translators, and brokers in supply chain governance (Stekelorum, 2020 ). Theme 3: Owner-manager meaning-making and capability constraints explain compliance-implementation gaps. Even when motivation exists, SMEs face practical barriers: limited finance for upgrades, lack of specialised staff, and informal management systems. Research suggests that SMEs interpret and enact CSR through locally embedded practices and values rather than formal systems (Murillo & Lozano, 2006 ). Environmental behaviour in manufacturing SMEs is often driven by business performance considerations and regulation, but implementation remains constrained by resources and decision frames (Williamson et al., 2006 ). Evidence from Italy indicates that smaller firms rely more on informal CSR strategies, while formal CSR tools become more common as firm size increases (Russo & Tencati, 2009 ). These patterns are consistent with the idea that coercive pressure without enabling capability leads to symbolic compliance rather than substantive change. Theme 4: Scalability comes from shared infrastructure, intermediaries, and collective action. Low-cost scaling requires reducing per-firm compliance costs. The reviewed studies identify several feasible pathways. First, shared compliance infrastructure (e.g., pooled audits, shared templates) can reduce transaction costs for both buyers and suppliers (Baden et al., 2011 ). Second, intermediaries and networks (industry associations, cooperatives, NGOs) can provide training, translation of standards, and peer learning. The case of French winemaking cooperatives demonstrates how collective action enabled CSR implementation through shared norms and social capital (Meyer & Meyer, 2007 ). Third, cooperation-oriented sustainability practices are increasingly documented as an implementation pathway for SMEs (Suchek & Franco, 2024 ). Finally, stakeholder “bundles” matter: in the UAE, customers, suppliers, and government influence SME sustainability behaviours, suggesting that coordinated signals can accelerate adoption (Sawang et al., 2024 ). Complementing these patterns, Stekelorum et al. (2023) show that how SMEs respond to pressures differs by their position in the supply chain, reinforcing the need for tier-sensitive scaling strategies. Overall, supplier requirements can change SME labour, safety, and environmental practices primarily when requirements are accompanied by (a) clarity and prioritisation, (b) practical support and capacity building, and (c) scaling mechanisms that lower fixed costs. Table 2 Low-cost scalability models for CSR implementation in SMEs. Scalability model How it reduces cost Typical tools/structures Notes for implementation Shared compliance infrastructure Spreads fixed costs across many SMEs Pooled audits; shared templates; common risk checklists Works best when buyers accept mutual recognition and harmonised standards Supplier development & coaching Reduces trial-and-error and improves capability Buyer-funded training; coaching; simplified management systems Most effective when tied to prioritised risks (labour/OHS/environment) Collective action in clusters/cooperatives Uses peer learning and shared governance Associations; cooperatives; peer review; joint investments Strengthened by trusted leadership and clear incentives Intermediaries and third-party platforms Specialises compliance support and reporting Industry bodies; NGOs; ESG platforms; shared data portals Avoids duplication when aligned to a small set of metrics Digital reporting and traceability Automates data capture and reduces paperwork Mobile checklists; QR-based traceability; lightweight dashboards Needs low technical burden and offline options in low-connectivity settings Discussion This review supports a conditional view of supply chain driven CSR in SMEs. Supplier requirements are effective triggers for CSR attention, but they do not automatically produce meaningful improvements. Where requirements function mainly as monitoring tools, SMEs may prioritise documentation and visible compliance. Where requirements are paired with supplier development, simplified tools, and collaborative governance, SMEs are more likely to integrate CSR into daily operations. The findings also refine theory. Institutional pressures explain why SMEs act, but capability perspectives explain how far they can go. Evidence that response varies by supply chain position reinforces the need for tier-sensitive interventions (Stekelorum et al., 2023). Network and collective action perspectives provide the clearest explanation of scalability: CSR scales when SMEs can share costs, learn collectively, and access intermediaries that translate standards into workable practices. Implications for practice are direct. Buyers seeking real improvements should reduce complexity, prioritise a small set of critical risks (especially labour and safety), and invest in supplier capability rather than relying only on audits. Policymakers and industry bodies can support scalable CSR by funding shared training, shared audit platforms, and SME-friendly reporting guidance, particularly in sectors with large numbers of small suppliers. Limitations Three limitations should be considered. First, the included evidence is methodologically heterogeneous, limiting comparability of effect sizes and preventing meta-analysis. Second, much of the empirical evidence is cross-sectional, constraining causal inference about whether requirements cause sustained practice change. Third, the review emphasizes peer-reviewed English language sources and that relevant studies in other languages or practitioner outlets may not be captured. Research gaps The synthesis suggests five research priorities. Causal impact of supplier requirements. More longitudinal and quasi-experimental designs are needed to test whether buyer requirements lead to durable changes in SME labour, safety, and environmental outcomes (beyond documentation). Costing and affordability. Few studies quantify the direct and indirect costs of SME compliance (time, systems, upgrades) versus benefits (market access, productivity, risk reduction). Costing studies would help identify genuinely low-cost scalable models. Multi-tier and informal supply chains. The broker role of SMEs implies multiplier effects, but multi-tier diffusion remains under-studied. Research should examine how CSR requirements spread beyond first-tier suppliers, especially where informal SMEs dominate. Comparative effectiveness of scalability models. More comparative evidence is needed on which models scale best: shared audits, cluster-based learning, cooperative governance, third-party intermediaries, or digital reporting/traceability tools. Low- and middle-income contexts and sector specificity. Evidence is still concentrated in Europe and selected middle-income settings. There is a clear need for Africa-focused studies and sector-specific analyses in agrifood, mining, and public procurement supply chains. Conclusion This systematic review shows that large-firm supplier requirements can influence SME CSR adoption, but outcomes depend strongly on enabling capability and the governance context of buyer-supplier relationships. Audit-heavy systems tend to produce minimum compliance, while scalable improvements emerge when requirements are simplified, supported, and embedded in collaborative arrangements that lower the cost of adoption. By synthesising evidence on pressure, capability, and scaling pathways, the article offers an actionable framework for buyers, policymakers, and researchers seeking feasible routes to improve labour, safety, and environmental practices across SME-dense supply chains. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-8916003","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Systematic Review","associatedPublications":[],"authors":[{"id":593808293,"identity":"52f7ca65-8ff7-472a-85c3-8be86c9bbfb1","order_by":0,"name":"Peter Ndemena","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAAw0lEQVRIiWNgGAWjYFCCBGYQKQciDjwgRYsxWEsCKVoSG8BsYjSYsycfNvjZVpc+P+zwQ6AtdnK6DQS0WPY8S07sbTucu/F2mgFQS7Kx2QECWgxu5Bgf4G07kLtxdgJIy4HEbYS15H8++BfoMMPZ6R+I1ZLDnMzbxpwgL51DrC1nnhkby5w7bLhBOqfgQIIBMX45nvxY8k1Znbz87PTNHz5U2MkR1AIGjGxAvWCVBsQoB4M/DAzyDUSrHgWjYBSMgpEGAL3dSXi3sjQYAAAAAElFTkSuQmCC","orcid":"https://orcid.org/0000-0002-5061-1374","institution":"National AIDS Coucil/Africa Research University","correspondingAuthor":true,"prefix":"","firstName":"Peter","middleName":"","lastName":"Ndemena","suffix":""}],"badges":[],"createdAt":"2026-02-19 09:32:00","currentVersionCode":1,"declarations":{"humanSubjects":false,"vertebrateSubjects":false,"conflictsOfInterestStatement":false,"humanSubjectEthicalGuidelines":false,"humanSubjectConsent":false,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":false},"doi":"10.21203/rs.3.rs-8916003/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-8916003/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":103035500,"identity":"4610a837-30ee-4b00-a403-01ec7b27a15c","added_by":"auto","created_at":"2026-02-20 01:24:27","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":50538,"visible":true,"origin":"","legend":"\u003cp\u003eFigure 2. Conceptual model linking supplier requirements, SME capabilities, CSR adoption, and scalability.\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-8916003/v1/6667c1235a0b2b1cc2f6c299.png"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eSMEs and Supply Chains: A Systematic Review of CSR Adoption and Scalability Models\u003c/strong\u003e\u003c/p\u003e","fulltext":[{"header":"Introduction","content":"\u003cp\u003eCSR expectations increasingly travel through supply chains. Large buyers use supplier codes of conduct, audit protocols, contractual clauses, and sustainability reporting requirements to reduce reputational and regulatory risk and to respond to stakeholder expectations (Baden et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2011\u003c/span\u003e, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). For SMEs, these requirements can act as external governance mechanisms that shape decisions about labour standards, occupational health and safety (OHS), and environmental management (Ayuso et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). However, SMEs often operate with limited managerial slack, informal systems, and restricted access to finance, which makes replicating large-firm CSR systems unrealistic (Jenkins, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2006\u003c/span\u003e; Russo \u0026amp; Tencati, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). CSR in SMEs is frequently informal, relationship-based, and shaped by owner-manager values rather than formalized systems (Murillo \u0026amp; Lozano, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2006\u003c/span\u003e; Russo \u0026amp; Tencati, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). At the same time, supply chain governance introduces more standardised expectations, such as third-party certifications, audit checklists, and performance targets. This creates a tension between what is administratively feasible for SMEs and what buyers require for assurance and comparability.\u003c/p\u003e \u003cp\u003eEvidence suggests that buyer pressure can lead to improvements in selected practices, but it can also encourage superficial compliance, paperwork-driven approaches, or selective implementation when requirements are misaligned with SME capabilities (Baden et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Ciliberti et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Understanding whether supplier requirements change on-the-ground practices, and which conditions enable deeper integration, is therefore central to both sustainability outcomes and SME competitiveness.\u003c/p\u003e \u003cp\u003eA related practical challenge is scalability. Many CSR interventions are designed for large firms with specialist staff and dedicated budgets, yet supply chains in many sectors are SME-dense. Scalable models need to reduce fixed costs and transaction burdens for SMEs, for example through shared services, simplified management systems, collective action, or buyer-supported capability building (Meyer \u0026amp; Meyer, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2007\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThis article strengthens the evidence base by systematically reviewing peer-reviewed studies on SMEs, supply chains, CSR adoption, and scalability models. The review addresses two research questions: Do large-firm supplier requirements change SME labour, safety, or environmental practices? What low-cost CSR models scale for SMEs across supply chains?\u003c/p\u003e \u003cp\u003eThe contribution is threefold. First, it consolidates fragmented evidence into a thematic synthesis. Second, it distinguishes between compliance and integration pathways and clarifies enabling conditions. Third, it proposes a practical typology of scalable CSR models for SME dense supply chains and a research agenda aligned to contemporary sustainability expectations.\u003c/p\u003e \u003cp\u003eThe remainder of the paper is organised as follows: The Literature Review clarifies core concepts and theoretical orientations; the Research Design and Methodology describes the PRISMA aligned process and analytic approach; the Results present thematic findings and scalability models; and the Discussion and Conclusion outline implications for research, buyers, and SME support organisations.\u003c/p\u003e"},{"header":"Literature Review","content":"\u003cp\u003eCSR refers to a firm’s responsibilities for managing social and environmental impacts in ways that go beyond narrow legal compliance and contribute to stakeholder well-being. In supply chains, CSR is often operationalised through responsible sourcing practices that cover labour and human rights, OHS, environmental management (e.g., emissions, waste, water), and business ethics. Within SME settings, CSR tends to be less formalised and more relationship-based than in large firms. For example, evidence from Italy indicates that large firms more frequently rely on formal CSR instruments (standards, reporting, and codified procedures), whereas micro, small, and medium-sized firms more often practice informal CSR grounded in local social capital and stakeholder relationships (Russo \u0026amp; Tencati, \u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e). Case evidence also suggests that owner-manager interpretations and local context shape what counts as CSR in everyday SME practice (Murillo \u0026amp; Lozano, \u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eIn this review, “supplier requirements” refer to CSR expectations imposed or requested by buyers, including codes of conduct, audit and monitoring systems, certification requirements, sustainability clauses in contracts, and reporting templates. “Scalability models” refer to implementation arrangements that enable CSR practices to expand across many SMEs without proportional increases in cost per firm. Scalability may occur through shared infrastructure (e.g., pooled audits), inter-firm collaboration (e.g., clusters and cooperatives), intermediaries (e.g., industry associations, NGOs, third-party platforms), or simplified management systems and metrics designed for SMEs.\u003c/p\u003e \u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003eTheoretical Orientations\u003c/h2\u003e \u003cp\u003eThree theoretical lenses are commonly used to explain CSR adoption in SME supply chains. Stakeholder and legitimacy perspectives emphasise that firms respond to salient stakeholders who can affect access to markets and resources. Large buyers are particularly salient stakeholders because they can reward compliance with continued orders and sanction non-compliance through delisting or reduced business.\u003c/p\u003e \u003cp\u003eInstitutional theory explains how CSR requirements diffuse through coercive pressures (contractual and audit demands), normative pressures (industry expectations and professional norms), and mimetic pressures (imitation under uncertainty). Studies of SME suppliers show that CSR requirements are often transmitted along the chain, with SMEs acting as “transmitters” of buyer expectations to their own upstream partners (Ayuso et al., \u003cspan class=\"CitationRef\"\u003e2013\u003c/span\u003e). Empirical work also suggests that buyer pressure can be both enabling and burdensome, depending on how requirements are implemented and supported (Baden et al., \u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eResource dependence and capability perspectives highlight that pressure alone is insufficient. SMEs may comply only superficially if they lack finance, knowledge, or systems to implement and sustain changes. Research on environmental behaviour in manufacturing SMEs demonstrates that business performance considerations and regulatory pressures can drive environmental practices, but decisions remain shaped by constraints in resources and managerial frames (Williamson et al., \u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eNetwork and collective action perspectives help explain scalability. Because SMEs face similar constraints, collaborative arrangements can reduce unit costs and facilitate learning. A qualitative study of French winemaking cooperatives illustrates how collective action within a network enabled CSR implementation over time by mobilising social capital and shared practices (Meyer \u0026amp; Meyer, \u003cspan class=\"CitationRef\"\u003e2007\u003c/span\u003e). Similarly, research on inter-organizational cooperation oriented toward sustainability indicates that collaboration can address resource gaps and support dissemination of sustainability practices among SMEs (Suchek \u0026amp; Franco, \u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e \u003c/div\u003e\n\u003ch3\u003eTheoretical Examination\u003c/h3\u003e\n\u003cp\u003eIntegrating these lenses suggests a practical logic: buyer requirements create pressure to adopt CSR practices, but the translation of pressure into real change depends on enabling capability and the governance context of the relationship. CSR adoption in SMEs ranges along a continuum from compliance (meeting minimum buyer requirements) to integration (embedding social and environmental practices into routine operations).\u003c/p\u003e \u003cp\u003eTwo mediating mechanisms are central. First, perceived pressure shapes motivation: SMEs may view CSR requirements as a market access condition or as an opportunity to improve reputation and performance. Second, capability shapes feasibility: SMEs need knowledge, time, systems, and financing to convert requirements into improvements in labour, safety, and environmental practices. Moderators such as SME tier/position, relationship quality, and sectoral risk influence both pressure and capability.\u003c/p\u003e \u003cp\u003eScalability depends on whether SMEs can reduce fixed costs of implementation. The reviewed studies point to four scalable pathways: (a) shared compliance infrastructure (pooled audits, shared templates), (b) supplier development and coaching (buyer or third-party support), (c) collective action within clusters, cooperatives, and associations, and (d) digitalisation (simplified reporting and traceability tools). Figure\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e summarises this integrated model.\u003c/p\u003e \n\u003ch3\u003eResearch Design and Methodology\u003c/h3\u003e\n\u003cp\u003eA PRISMA-based systematic literature review was conducted to synthesise evidence on how supply chain requirements influence SME CSR adoption and practice change. The review focused on peer-reviewed empirical studies and evidence syntheses that examined CSR (including environmental, labour, and OHS practices) in SME supply chain contexts and reported adoption, implementation, or compliance outcomes (Page et al., \u003cspan class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eInformation sources. The electronic search was conducted across Scopus, Web of Science, Emerald Insight, and ScienceDirect, complemented by targeted citation chasing (backward and forward) from highly relevant review and empirical papers. These sources were selected to cover multidisciplinary scholarship spanning operations and supply chain management, business ethics, sustainability, and organizational studies.\u003c/p\u003e \u003cp\u003eSearch strategy. A structured search was designed around four concept groups: (a) SME terms (e.g., SME, small business, medium enterprise), (b) CSR terms (CSR, corporate responsibility, sustainability, social responsibility, environmental practices), (c) supply chain terms (supply chain, supplier, procurement, sourcing, buyer, global value chain), and (d) adoption or implementation terms (adopt*, implement*, compliance, audit, code of conduct, certification). Boolean operators and truncation were used, and the search strings were adapted to each database.\u003c/p\u003e \u003cp\u003eRecord management and de-duplication. Retrieved records were exported to reference management software and de-duplicated prior to screening. A screening log was maintained to document inclusion and exclusion decisions at each stage and to support PRISMA reporting.\u003c/p\u003e \u003cp\u003eEligibility criteria. Studies were included if they (a) were peer-reviewed journal articles, (b) focused on SMEs or included SME-specific analysis, (c) examined CSR or sustainability practices in a supply chain context or in response to buyer or lead-firm requirements, and (d) reported empirical findings or a systematic evidence synthesis. Studies were excluded if they were non-peer-reviewed, lacked an SME component, or addressed CSR without an explicit supply chain mechanism.\u003c/p\u003e \u003cp\u003eStudy selection. Screening was conducted in two stages: (1) title and abstract screening for relevance to SMEs, supply chain mechanisms, and CSR practices; and (2) full-text assessment against the eligibility criteria. The final set of included studies is summarised in the PRISMA flow diagram and in the study characteristics table.\u003c/p\u003e \u003cp\u003eData collection methods (data extraction). A standardised extraction template was used to collect comparable information across studies. Extracted fields included: country or region; sector; SME definition and size category; supply chain position; type of buyer requirement (e.g., codes of conduct, audits, certification, contractual clauses); CSR domain (labour, OHS, environment, or multi-dimensional); implementation approach (compliance-focused vs integration-focused); enabling or constraining factors (capabilities, finance, buyer support, intermediaries, networks); and reported outcomes (practice changes, performance, market access, or unintended effects). When studies reported multiple cases or phases, data were extracted at the most granular level available and then aggregated to study-level summaries for synthesis.\u003c/p\u003e \u003cp\u003eQuality appraisal. Methodological quality was appraised using criteria appropriate for mixed evidence, drawing on the Mixed Methods Appraisal Tool (MMAT) user guidance(Hong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). Appraisal focused on the transparency of sampling, measurement, and analytic procedures; credibility or validity checks; and the plausibility of causal claims about the effects of buyer requirements on SME practices.\u003c/p\u003e \u003cp\u003eData synthesis. Because study designs, outcomes, and measures were heterogeneous, meta-analysis was not appropriate. Instead, thematic synthesis was used to extract mechanisms and to build a typology of scalable models (Thomas \u0026amp; Harden, \u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e). Codes were developed iteratively from study findings and then grouped into higher-order themes covering (a) pathways from buyer requirements to practice change, (b) mediating SME capabilities and governance conditions, and (c) CSR models that reduce fixed costs and support scale across SME populations.\u003c/p\u003e\n\u003ch3\u003ePRISMA Flow Summary\u003c/h3\u003e\n\u003cp\u003eThe screening process identified 240 records. After removal of 60 duplicates, 180 records were screened by title and abstract. of these, 130 were excluded for not meeting inclusion criteria. Fifty full texts were assessed, and 30 were excluded for reasons such as lack of SME focus, absence of a supply chain link, or non-peer-review status\u003c/p\u003e\n\u003ch3\u003eTheoretical sampling of the case or cases\u003c/h3\u003e\n\u003cp\u003eTable\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e summarises the 20 included studies and highlights the diversity of contexts, methods, and supply chain mechanisms. Consistent with the review questions, the table captures how supplier requirements are transmitted and which arrangements appear to reduce the cost of CSR implementation for SMEs.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003ctable id=\"Tab1\" border=\"1\"\u003e \u003ccaption\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eCharacteristics of included studies and supply chain CSR mechanisms.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"6\"\u003e \u003c/colgroup\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\"\u003e \u003cp\u003eStudy\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eCountry/sector\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eDesign \u0026amp; method\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eSupply chain mechanism\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eCSR focus\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eScalability insight\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eAyuso et al. (\u003cspan class=\"CitationRef\"\u003e2013\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSpain; multi-sector\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eEmpirical/conceptual analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSMEs transmit CSR requirements upstream\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eEnvironmental \u0026amp; social\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLeverage SME intermediaries and upstream diffusion\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBaden et al. (\u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUK; mixed sectors\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSurvey of SME owner-managers\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBuyer pressure; evidence requests\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003ePair pressure with capability support\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBaden et al. (\u003cspan class=\"CitationRef\"\u003e2011\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUK; procurement networks\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQualitative/policy analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eProcurement policies cascade downstream\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSocial \u0026amp; environmental\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSimplified procurement templates reduce costs\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBikefe et al. (2020)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMulti-country\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSystematic review\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMaps CSR in SMEs evidence base\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCalls for simple metrics and support structures\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCiliberti et al. (\u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eItaly; manufacturing\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMultiple case study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCSR governance in supply chains\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLabour \u0026amp; ethics\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSME-tailored tools and relationship governance\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCiliberti et al. (2009)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUK; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMultiple case study (4 cases)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSupply chain pressure and public authority influence\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSocial \u0026amp; environmental\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCoaching and fit-for-SME monitoring\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eErnst et al. (2022)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eGermany; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQuantitative model\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eStakeholder pressure; social proximity\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCorporate sustainability\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLocal ties can accelerate uptake\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eJammulamadaka (2013)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCross-context\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eConceptual paper\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eResponsibility allocation in SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSupports low-cost prioritization\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eJenkins (\u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUK/EU; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eConceptual/empirical discussion\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSmall business CSR champions\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003ePeer learning and champions can diffuse practice\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLee et al. (2017)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eKorea; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSurvey-based study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eInstitutional \u0026amp; stakeholder drivers in SME supply chains\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eWorkplace/\u003c/p\u003e \u003cp\u003eenvironment/\u003c/p\u003e \u003cp\u003emarketplace\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eGuidance reduces implementation friction\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLi et al. (2016)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eChina \u0026amp; Finland; wood supply chain\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eComparative survey\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCustomer/market\u003c/p\u003e \u003cp\u003eexpectations\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCorporate responsibility \u0026amp; competitiveness\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eShared industry guidance supports adoption\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMeyer et al. (2017)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eFrance; wine cooperatives\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQualitative case (network)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCollective action and social capital\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSocial \u0026amp; environmental\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eNetworks reduce per-firm costs\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMurillo \u0026amp; Lozano (\u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSpain; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMultiple case study (4 cases)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eContextualizes CSR in SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSocial \u0026amp; environmental\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCSR scaling via locally embedded practices\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eOduro et al. (2024)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMulti-country\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSystematic review\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSynthesizes CSR in SMEs knowledge\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCalls for measurement harmonization\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eOrtiz-Avram et al. (2018)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMulti-country\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSystematic literature review\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCSR integration into SME strategy\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eHighlights context-specific models\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eRusso \u0026amp; Tencati (\u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eItaly; multi-sector\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQuantitative analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eFormality varies with firm size\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBroad CSR\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eInformal CSR can scale through relationships\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSawang et al. (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUAE; SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSurvey-based study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCustomers/suppliers/government influence sustainability behaviours\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eEnvironmental practices\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCoordinated stakeholder signals strengthen adoption\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eStekelorum (\u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMulti-country\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSystematic literature review\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eRoles of SMEs in CSR supply chains\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eLabour \u0026amp; environmental\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eIdentifies roles for scalable interventions\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eStekelorum et al. (2023)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMulti-country\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQuantitative study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSupply chain pressures; position effects\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCSR practices\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eTier-sensitive interventions\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eWilliamson et al. (\u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUK; manufacturing SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eQualitative field study (31 SMEs)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eEnvironmental drivers under constraints\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eEnvironmental management\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSimplify tools and link to performance\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/table\u003e\u003c/div\u003e \u003cp\u003e\u003c/p\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003cp\u003e\u003c/p\u003e \u003c/div\u003e"},{"header":"Results and Thematic Synthesis","content":"\u003cp\u003eThe synthesis produced four themes that explain how supplier requirements influence SME practices and how CSR can scale under resource constraints.\u003c/p\u003e\u003cp\u003eTheme 1: Supplier requirements trigger minimum compliance, but depth of change varies. Across contexts, buyer requirements (codes, audits, evidence requests) are a strong trigger for CSR activity, especially for export-oriented SMEs. UK evidence indicates that buyer pressure can motivate SME owner-managers to adopt visible CSR practices, but the effect depends on how requirements are framed and supported (Baden et al., \u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e). Case evidence suggests that SMEs can struggle to translate requirements into sustained operational change when demands are complex, frequently changing, or perceived as imposed without dialogue (Ciliberti et al., \u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTheme 2: SMEs act as brokers and transmitters of CSR requirements. CSR requirements do not stop at the first tier. SMEs can pass expectations upstream to their own suppliers, functioning as “transmitters” of CSR requirements (Ayuso et al., \u003cspan class=\"CitationRef\"\u003e2013\u003c/span\u003e). This broker role is strategically important: strengthening SME capability can have multiplier effects across multi-tier supply chains. Stekelorum’s review similarly highlights that SMEs can occupy different roles in CSR implementation, including adopters, translators, and brokers in supply chain governance (Stekelorum, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eTheme 3: Owner-manager meaning-making and capability constraints explain compliance-implementation gaps. Even when motivation exists, SMEs face practical barriers: limited finance for upgrades, lack of specialised staff, and informal management systems. Research suggests that SMEs interpret and enact CSR through locally embedded practices and values rather than formal systems (Murillo \u0026amp; Lozano, \u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e). Environmental behaviour in manufacturing SMEs is often driven by business performance considerations and regulation, but implementation remains constrained by resources and decision frames (Williamson et al., \u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e). Evidence from Italy indicates that smaller firms rely more on informal CSR strategies, while formal CSR tools become more common as firm size increases (Russo \u0026amp; Tencati, \u003cspan class=\"CitationRef\"\u003e2009\u003c/span\u003e). These patterns are consistent with the idea that coercive pressure without enabling capability leads to symbolic compliance rather than substantive change.\u003c/p\u003e\u003cp\u003eTheme 4: Scalability comes from shared infrastructure, intermediaries, and collective action. Low-cost scaling requires reducing per-firm compliance costs. The reviewed studies identify several feasible pathways. First, shared compliance infrastructure (e.g., pooled audits, shared templates) can reduce transaction costs for both buyers and suppliers (Baden et al., \u003cspan class=\"CitationRef\"\u003e2011\u003c/span\u003e). Second, intermediaries and networks (industry associations, cooperatives, NGOs) can provide training, translation of standards, and peer learning. The case of French winemaking cooperatives demonstrates how collective action enabled CSR implementation through shared norms and social capital (Meyer \u0026amp; Meyer, \u003cspan class=\"CitationRef\"\u003e2007\u003c/span\u003e). Third, cooperation-oriented sustainability practices are increasingly documented as an implementation pathway for SMEs (Suchek \u0026amp; Franco, \u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e). Finally, stakeholder “bundles” matter: in the UAE, customers, suppliers, and government influence SME sustainability behaviours, suggesting that coordinated signals can accelerate adoption (Sawang et al., \u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e). Complementing these patterns, Stekelorum et al. (2023) show that how SMEs respond to pressures differs by their position in the supply chain, reinforcing the need for tier-sensitive scaling strategies.\u003c/p\u003e\u003cp\u003eOverall, supplier requirements can change SME labour, safety, and environmental practices primarily when requirements are accompanied by (a) clarity and prioritisation, (b) practical support and capacity building, and (c) scaling mechanisms that lower fixed costs.\u003c/p\u003e\u003cp\u003e \u003c/p\u003e\u003cdiv class=\"gridtable\"\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\"\u003e\u003c/div\u003e\u003ctable id=\"Tab2\" border=\"1\"\u003e \u003ccaption\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eLow-cost scalability models for CSR implementation in SMEs.\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003c/colgroup\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\"\u003e \u003cp\u003eScalability model\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eHow it reduces cost\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eTypical tools/structures\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\"\u003e \u003cp\u003eNotes for implementation\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eShared compliance infrastructure\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSpreads fixed costs across many SMEs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003ePooled audits; shared templates; common risk checklists\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eWorks best when buyers accept mutual recognition and harmonised standards\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSupplier development \u0026amp; coaching\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eReduces trial-and-error and improves capability\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eBuyer-funded training; coaching; simplified management systems\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMost effective when tied to prioritised risks (labour/OHS/environment)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eCollective action in clusters/cooperatives\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eUses peer learning and shared governance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eAssociations; cooperatives; peer review; joint investments\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eStrengthened by trusted leadership and clear incentives\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eIntermediaries and third-party platforms\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eSpecialises compliance support and reporting\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eIndustry bodies; NGOs; ESG platforms; shared data portals\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eAvoids duplication when aligned to a small set of metrics\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eDigital reporting and traceability\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eAutomates data capture and reduces paperwork\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eMobile checklists; QR-based traceability; lightweight dashboards\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\"\u003e \u003cp\u003eNeeds low technical burden and offline options in low-connectivity settings\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/table\u003e\u003c/div\u003e"},{"header":"Discussion","content":"\u003cp\u003eThis review supports a conditional view of supply chain driven CSR in SMEs. Supplier requirements are effective triggers for CSR attention, but they do not automatically produce meaningful improvements. Where requirements function mainly as monitoring tools, SMEs may prioritise documentation and visible compliance. Where requirements are paired with supplier development, simplified tools, and collaborative governance, SMEs are more likely to integrate CSR into daily operations.\u003c/p\u003e \u003cp\u003eThe findings also refine theory. Institutional pressures explain why SMEs act, but capability perspectives explain how far they can go. Evidence that response varies by supply chain position reinforces the need for tier-sensitive interventions (Stekelorum et al., 2023). Network and collective action perspectives provide the clearest explanation of scalability: CSR scales when SMEs can share costs, learn collectively, and access intermediaries that translate standards into workable practices.\u003c/p\u003e \u003cp\u003eImplications for practice are direct. Buyers seeking real improvements should reduce complexity, prioritise a small set of critical risks (especially labour and safety), and invest in supplier capability rather than relying only on audits. Policymakers and industry bodies can support scalable CSR by funding shared training, shared audit platforms, and SME-friendly reporting guidance, particularly in sectors with large numbers of small suppliers.\u003c/p\u003e"},{"header":"Limitations","content":"\u003cp\u003eThree limitations should be considered. First, the included evidence is methodologically heterogeneous, limiting comparability of effect sizes and preventing meta-analysis. Second, much of the empirical evidence is cross-sectional, constraining causal inference about whether requirements cause sustained practice change. Third, the review emphasizes peer-reviewed English language sources and that relevant studies in other languages or practitioner outlets may not be captured.\u003c/p\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003eResearch gaps\u003c/h2\u003e \u003cp\u003eThe synthesis suggests five research priorities. Causal impact of supplier requirements. More longitudinal and quasi-experimental designs are needed to test whether buyer requirements lead to durable changes in SME labour, safety, and environmental outcomes (beyond documentation). Costing and affordability. Few studies quantify the direct and indirect costs of SME compliance (time, systems, upgrades) versus benefits (market access, productivity, risk reduction). Costing studies would help identify genuinely low-cost scalable models. Multi-tier and informal supply chains. The broker role of SMEs implies multiplier effects, but multi-tier diffusion remains under-studied. Research should examine how CSR requirements spread beyond first-tier suppliers, especially where informal SMEs dominate. Comparative effectiveness of scalability models. More comparative evidence is needed on which models scale best: shared audits, cluster-based learning, cooperative governance, third-party intermediaries, or digital reporting/traceability tools. Low- and middle-income contexts and sector specificity. Evidence is still concentrated in Europe and selected middle-income settings. There is a clear need for Africa-focused studies and sector-specific analyses in agrifood, mining, and public procurement supply chains.\u003c/p\u003e \u003c/div\u003e"},{"header":"Conclusion","content":"\u003cp\u003eThis systematic review shows that large-firm supplier requirements can influence SME CSR adoption, but outcomes depend strongly on enabling capability and the governance context of buyer-supplier relationships. Audit-heavy systems tend to produce minimum compliance, while scalable improvements emerge when requirements are simplified, supported, and embedded in collaborative arrangements that lower the cost of adoption. By synthesising evidence on pressure, capability, and scaling pathways, the article offers an actionable framework for buyers, policymakers, and researchers seeking feasible routes to improve labour, safety, and environmental practices across SME-dense supply chains.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eAyuso S, Roca M, Colom\u0026eacute; R (2013) SMEs as transmitters of CSR requirements in the supply chain. 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J Bus Ethics 67(3):317\u0026ndash;330. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/s10551-006-9187-1\u003c/span\u003e\u003cspan address=\"10.1007/s10551-006-9187-1\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Africa Research University","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"small and medium-sized enterprises, supply chains, corporate social responsibility, sustainability, supplier requirements, scalability, systematic review","lastPublishedDoi":"10.21203/rs.3.rs-8916003/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-8916003/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eSmall and medium-sized enterprises (SMEs) constitute the majority of firms in most economies and are increasingly exposed to corporate social responsibility (CSR) expectations through supply chain relationships. Yet CSR adoption in SMEs is uneven, and many approaches promoted by large firms (e.g., extensive audits, complex reporting, costly certifications) are difficult to sustain at scale for resource-constrained suppliers. This systematic review synthesises evidence on how large-firm supplier requirements shape SME labour, safety, and environmental practices, and which low-cost, scalable CSR models are most feasible for SMEs. Following PRISMA 2020 reporting guidance, the review screened 240 records, assessed 50 full texts, and included 20 peer-reviewed studies (2006\u0026ndash;2024). \u003cb\u003eThematic synthesis\u003c/b\u003e identifies four recurring mechanisms: (a) compliance-oriented pressure via contractual clauses, codes, and audits; (b) internalisation through owner-manager values and strategic opportunity; (c) capability constraints involving knowledge, systems, time, and finance; and (d) scalability through shared infrastructure, intermediaries, and collective action (clusters, cooperatives, and networks). \u003cb\u003eEvidence\u003c/b\u003e suggests that supplier requirements can trigger minimum compliance but may also produce superficial adoption when capability support is absent. Scalable models emphasise shared audits, supplier development, peer learning, simplified metrics, and digital tools that reduce per-firm transaction costs. \u003cb\u003eThe review concludes\u003c/b\u003e with an integrated conceptual model and a research agenda focused on causal designs, multi-tier diffusion, and low-cost implementation pathways in low- and middle-income contexts.\u003c/p\u003e","manuscriptTitle":"SMEs and Supply Chains: A Systematic Review of CSR Adoption and Scalability Models","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2026-02-20 01:24:10","doi":"10.21203/rs.3.rs-8916003/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"ecbd00f0-f3c1-4ec5-95ea-b5a4a7ebd6dc","owner":[],"postedDate":"February 20th, 2026","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":63189162,"name":"Entrepreneurship"}],"tags":[],"updatedAt":"2026-02-20T01:24:10+00:00","versionOfRecord":[],"versionCreatedAt":"2026-02-20 01:24:10","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-8916003","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-8916003","identity":"rs-8916003","version":["v1"]},"buildId":"XKTyCvWXoU3ODBz1xrDgd","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}