TY - JOUR
T1 - Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets
T2 - Evidence from China
AU - Yin, Juelin
AU - Jamali, Dima
N1 - Funding Information:
The writing of this article is supported by the Ministry of Education of China ( 11YJC630264 ), the National Science Foundation of China ( 71202025 , 71202144 , 71573213 , 71402093 ), and the Jiangsu Philosophy and Social Sciences Programme ( 2015SJD618 ). The first author also acknowledges support by the Research Development Fund ( RDF-13-01-27 ) and IBSS Research Development Fund of Xi'an Jiaotong-Liverpool University. Special thanks to the Center of International Business Ethics and Syntao for providing assistance in data collection, as well as to Professor Anne Tsui and Professor Garry Bruton for developmental feedback at different stages of paper development. The authors acknowledge the participation of all the interviewees and the companies they are in for valuable contribution to this study.
Publisher Copyright:
© 2016 Elsevier Ltd
PY - 2016/10/1
Y1 - 2016/10/1
N2 - With the advent of globalization, the track record of multinational companies (MNCs) has been vague in relation to their corporate social responsibility (CSR) in the emerging host markets. What seems lacking is a better understanding of what exactly is required of today's MNCs to simultaneously generate profits for shareholders, while satisfying the legitimate demands from multiple stakeholders in the countries where they operate. This paper explores whether and how MNC subsidiaries practice strategic CSR in the emerging market of China. Drawing on various streams of CSR literature, we develop a conceptual framework and then apply it to analyze the CSR strategies of eleven MNCs known to be active in relation to their CSR involvement in China. Our multiple case studies, involving interviews with MNC managers and archival research, reveal distinctive features of CSR orientation and the strategies of MNCs that rely on developing relationships with non-traditional stakeholders, co-inventing social solutions, and building local capacity and infrastructure in emerging markets, being sensitized to a mixture of motivations and reconciling social and economic value creation. The findings are analyzed and implications are drawn regarding how MNC subsidiaries position themselves in the context of CSR in emerging markets.
AB - With the advent of globalization, the track record of multinational companies (MNCs) has been vague in relation to their corporate social responsibility (CSR) in the emerging host markets. What seems lacking is a better understanding of what exactly is required of today's MNCs to simultaneously generate profits for shareholders, while satisfying the legitimate demands from multiple stakeholders in the countries where they operate. This paper explores whether and how MNC subsidiaries practice strategic CSR in the emerging market of China. Drawing on various streams of CSR literature, we develop a conceptual framework and then apply it to analyze the CSR strategies of eleven MNCs known to be active in relation to their CSR involvement in China. Our multiple case studies, involving interviews with MNC managers and archival research, reveal distinctive features of CSR orientation and the strategies of MNCs that rely on developing relationships with non-traditional stakeholders, co-inventing social solutions, and building local capacity and infrastructure in emerging markets, being sensitized to a mixture of motivations and reconciling social and economic value creation. The findings are analyzed and implications are drawn regarding how MNC subsidiaries position themselves in the context of CSR in emerging markets.
UR - http://www.scopus.com/inward/record.url?scp=84961298626&partnerID=8YFLogxK
U2 - 10.1016/j.lrp.2015.12.024
DO - 10.1016/j.lrp.2015.12.024
M3 - Article
AN - SCOPUS:84961298626
SN - 0024-6301
VL - 49
SP - 541
EP - 558
JO - Long Range Planning
JF - Long Range Planning
IS - 5
ER -