Small and medium-sized enterprises (SMEs) in Bali: Corporate social responsibility, competitive advantage and its impact on financial performance
Ni Luh Putu Normadewi Abdi Pradnyani · I Nyoman Abdi · Ni Made Mega Abdi Utami
International Journal of Research in Business and Social Science · 2024 · Vol. 13 / Issue 7 · 66-78
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 07:22 UTC
Observed 21 Oct 2026 07:22 UTC
Observed 22 Oct 2026 01:31 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
Climate-related concerns have drastically made companies realize the need for better environmental regulations and consolidate them in corporate business strategies such as Corporate Social Responsibility (CSR). CSR improves firm performance by valuing the stakeholders' interests and substantially achieving a competitive advantage over competitors. Recognising a firm's competitive advantage in the market indicates performance and might help the company perform better. The objective of this research is to provide concrete proof related to how CSR affects competitive advantage and its effects on company performance, especially financial performance in SMEs in Bali Province. This study uses primary data in the form of questionnaires distributed to SMEs both directly and online. The sample of this research is the manager / owner of SMEs in Bali Province. Data analysis tools using SmartPLS 4.0. The study's findings indicate that CSR has a direct impact on financial performance (SMEs) and CSR indirectly affects the financial performance (SMEs) through competitive advantage. Competitive advantage was found to partially mediate the impact of CSR and financial performance (SMEs). These findings will be used by SME managers in Bali Province in order to enhance the company's financial performance by considering the use of CSR strategies and strengthening competitive advantage. Implementing CSR can help a company become more competitive and separate itself from competitors by providing an innovative product or service. Finally, corporate social responsibility (CSR) can give a company a competitive advantage by strengthening its marketing abilities, which leads to improved performance.
Keywords: {'name': 'CSR'}, {'name': 'Competitive Advantage'}, {'name': 'Financial Performance'}
Authors & affiliations
Ni Luh Putu Normadewi Abdi Pradnyani
Affiliation not supplied
I Nyoman Abdi
Affiliation not supplied
Ni Made Mega Abdi Utami
Affiliation not supplied
Deposited references
Supplied references, not a list of publications citing this article.
DOI: 10.18502/kss.v3i11.4035
DOI: 10.1002/bse.1999
DOI: 10.33005/peta.v1i1.12
DOI: 10.1142/S1363919618500573
DOI: 10.1002/csr.1441
DOI: 10.1007/s10490-015-9409-0
DOI: 10.1016/j.frl.2021.102052
DOI: 10.3390/su6020872
DOI: 10.1177/0312896218771438
DOI: 10.1002/csr.285
DOI: 10.1016/j.jbankfin.2021.106322
DOI: 10.1016/j.ememar.2020.100758
DOI: 10.1016/j.jbusres.2019.07.014
DOI: 10.1007/s10551-006-9025-5
DOI: 10.1016/j.ijhm.2005.04.001
DOI: 10.1111/j.1467-6281.2011.00330.x
DOI: 10.1504/IJTM.2012.043957
DOI: 10.1007/978-3-8349-6123-5
Dewi, I. G. A. R. P., Putri, P. Y. A., & Nugraha, P. G. W. S. (2019). Corporate Social Responsibility Disclosure (CSRD) Dalam Menunjang Kinerja UMKM Art Shop Di Kawasan Nusa Dua Bali. Ilmiah Manajemen Bisnis, 5(3), 256–271.
DOI: 10.3390/su12124962
DOI: 10.1002/bse.1775
DOI: 10.1002/smj.2148
DOI: 10.17358/jabm.9.1.141
DOI: 10.1016/j.jclepro.2021.126374
Hair, J. F. (2017). A Primer On Partial Least Squares Structural Equation Modeling (PLS-SEM) (Second ed., Vol. 2). Sage Publications.
DOI: 10.1080/1331677X.2022.2026243
Hernández, A. C. C., de Velazco, J. J. H. G., Ripoll, R. R., & Hernández, I. V. R. (2020). University social responsibility in the organizational happiness management. Utopia y Praxis Latinoamericana, 25(Extra 2), 427–440. https://doi.org/10.5281/zenodo.3815332
DOI: 10.1016/j.ijhm.2009.05.006
DOI: 10.1007/s10479-017-2626-9
DOI: 10.1016/j.techfore.2021.121302
DOI: 10.1016/j.frl.2021.102497
DOI: 10.1016/j.accfor.2011.03.002
DOI: 10.1080/10599231.2019.1684169
DOI: 10.1002/csr.1678
DOI: 10.1016/j.ijhm.2014.03.006
DOI: 10.1016/j.jbusres.2012.11.008
DOI: 10.1016/j.jbusres.2019.10.020
DOI: 10.1016/j.ijhm.2008.06.003
DOI: 10.1016/j.ijhm.2012.03.007
DOI: 10.5539/ibr.v5n7p17
DOI: 10.1002/bse.2416
DOI: 10.1007/s11356-020-11822-9
DOI: 10.1002/csr.1817
DOI: 10.3390/su8070646
DOI: 10.1509/jmkg.70.4.1
DOI: 10.1016/j.jclepro.2017.09.172
DOI: 10.1016/j.fbj.2017.12.002
DOI: 10.1016/j.heliyon.2021.e06809
DOI: 10.1504/IJBPM.2018.095069
DOI: 10.1016/j.ijpe.2011.11.033
PETRENKO, O. V., AIME, F., RIDGE, J., & HILL, A. (2010). The effect of firm compensation structures on the mobility and entrepreneurship of extreme performers. Business, 920(October), 1–43. https://doi.org/10.1002/smj
DOI: 10.1057/crr.2013.17
DOI: 10.1002/sd.1699
DOI: 10.1016/j.jclepro.2012.02.011
Sekaran, U., & Bougie, R. (2017). Metode Penelitian untuk Bisnis: Pendekatan Pengembangan-Keahlian (6th ed.). Salemba Empat.
DOI: 10.5430/afr.v6n4p42
DOI: 10.3389/fpsyg.2022.883224
DOI: 10.1177/1938965513505700
DOI: 10.3390/su10103495
DOI: 10.1016/j.jclepro.2018.06.226
DOI: 10.1108/CG-06-2013-0084
DOI: 10.3390/su141710600
DOI: 10.3390/su141710600
DOI: 10.1007/s10551-012-1405-4
DOI: 10.47577/tssj.v22i1.4333
DOI: 10.1016/j.ememar.2021.100801
DOI: 10.1016/j.jclepro.2017.06.142
DOI: 10.1177/0007650309353061
DOI: 10.1007/s10551-015-2666-5
DOI: 10.1002/csr.1337
DOI: 10.3926/jiem.2994
DOI: 10.1016/j.frl.2017.05.005
DOI: 10.23887/jia.v8i1.46981
DOI: 10.1016/j.econlet.2021.110066
DOI: 10.1016/j.jhtm.2018.10.005
DOI: 10.1016/j.techsoc.2022.101868
DOI: 10.1016/j.irfa.2021.101928