Antecedents of CSR Practices in MNCs’ Subsidiaries: A Stakeholder and Institutional Perspective

Yang, Xiaohua; Rivers, Cheryl

doi:10.1007/s10551-009-0191-0

Cited by 302 publications

(312 citation statements)

References 90 publications

Supporting

Mentioning

301

Contrasting

Unclassified

Order By: Relevance

“…Our study confirms that taking steps to address poverty in a country with a considerable BOP population, as well as incorporating the expectation of NGOs in this regard, brings legitimacy for corporations (DiMaggio & Powell, 1983;Yang & Rivers, 2009). …”

Section: Discussionsupporting

confidence: 79%

“…Legitimacy has become a critical issue for MNCs (Kostova & Zaheer, 1999;Mukherji, 2009); consequently, MNCs are increasingly seeking new forms of legitimacy (Palazzo & Scherer, 2006) by entering into domains that have traditionally been considered in the realm of governments or NGOs (Matten & Crane, 2005). By collaborating with NGOs and incorporating their expectations, MNCs can improve their legitimacy (DiMaggio & Powell, 1983;Yang & Rivers, 2009) and as a result obtain and maintain the required resources (Oliver, 1991). Thus, MNCs can strengthen their legitimacy by serving the long-standing, unmet needs of the poor, or by creating job opportunities for the BOP population.…”

Section: The Theoretical Foundation: the Network Perspectivementioning

confidence: 99%

See 1 more Smart Citation

The Entry of Multinational Companies to the Base of the Pyramid: A Network Perspective

Tasavori¹,

Ghauri²,

Zaefarian³

2014

International Business and Institutions After the Financial Crisis

View full text Add to dashboard Cite

Multinational corporations (MNCs) have traditionally ignored low-income markets, usually referred to as the base of the pyramid (BOP). Despite the dominant poverty in this market, a growing number of MNCs are attempting to learn about successful strategies for entering this market segment. Some of the studies suggest that establishing relationships with nongovernmental organizations (NGOs) is crucial at the BOP. In this paper, we focus on relationship between MNCs and NGOs and try to explain how they facilitate MNCs' entry into this market.A network perspective has been adopted in this research and the relationship between MNCs and NGOs has been analysed in relation to this theoretical framework. Interviews with four MNCs and their NGO partners in India suggest that corporations can enter the BOP market by building trust in their relationships with NGOs and consequently the BOP, demonstrating their commitment and strengthening their legitimate position among NGOs and BOP communities.

show abstract

Section: Discussionsupporting

confidence: 79%

Section: The Theoretical Foundation: the Network Perspectivementioning

confidence: 99%

The Entry of Multinational Companies to the Base of the Pyramid: A Network Perspective

Tasavori¹,

Ghauri²,

Zaefarian³

2014

International Business and Institutions After the Financial Crisis

View full text Add to dashboard Cite

show abstract

“…In this context, previous studies have found evidence indicative of the pressures exerted by host-country institutions on MNE subsidiaries' CSR, such as increased local adaptation of their CSR (Barin Cruz and Boehe, 2010;Kolk et al, 2010;Yang and Rivers, 2009). …”

Section: Neo-institutional Theory: Isomorphism and Legitimacymentioning

confidence: 92%

“…In countries such as Sri Lanka, where the state control and power has been increasing steadily, these pressures may very well arise mostly from the central government itself (Zhao, 2012;Yang and Rivers, 2009), as coercive pressures. MNEs' subsidiaries are also likely to face normative pressures, specifically those arising from professional and industrial bodies, compelling them to engage in CSR practices (Amran and Haniffa, 2011).…”

Section: The Research Framework For the Studymentioning

confidence: 99%

Seeking Legitimacy Through CSR: Institutional Pressures and Corporate Responses of Multinationals in Sri Lanka

2015

View full text Add to dashboard Cite

Arguably, the corporate social responsibility (CSR) practices of multinational enterprises (MNEs) are influenced by a wide range of both internal and external factors. Perhaps most critical among the exogenous forces operating on MNEs are those exerted by state and other key institutional actors in host countries. Crucially, academic research conducted to date offers little data about how MNEs use their CSR activities to strategically manage their relationship with those actors in order to gain legitimisation advantages in host countries. This paper addresses that gap by exploring interactions between external institutional pressures and firm-level CSR activities, which take the form of community initiatives, to examine how MNEs develop their legitimacy-seeking policies and practices. In focusing on a developing country, Sri Lanka, this paper provides valuable insights into how MNEs instrumentally utilise community initiatives in a country where relationshipbuilding with governmental and other powerful non-governmental actors can be vitally important for the long-term viability of the business. Drawing on neo-institutional theory and CSR literature, this paper examines and contributes to the embryonic but emerging debate about the instrumental and political implications of CSR. The evidence presented and discussed here reveals the extent to which, and the reasons why, MNEs engage in complex legitimacy-seeking relationships with Sri Lankan host institutions.

show abstract

“…Similarly, there are also suggestions that relations between MNEs foreign subsidiary and host-country's stakeholders could be improved, especially, when MNEs are understood as contributing to host-countries' economic growth and national welfare (Dunning, 1998;Rodriguez et al, 2006;Yang and Rivers, 2009). Kostova et al (2008) have also argued that socially desirable contributions can be appropriate option for foreign-owned firms when it comes to obtaining social license in host-countries.…”

Section: Introductionmentioning

confidence: 99%

Multinational Enterprises and Distance: Exploring Opportunities and Challenges Involved in Practicing CSR in Host-Countries

Amos¹,

Awuah²

2017

IJoBM

View full text Add to dashboard Cite

show abstract

Antecedents of CSR Practices in MNCs’ Subsidiaries: A Stakeholder and Institutional Perspective

Abstract: corporate social responsibility, emerging economies, institutions, international, legitimacy, multinational corporations’ subsidiaries, stakeholders,

Cited by 302 publications

References 90 publications

The Entry of Multinational Companies to the Base of the Pyramid: A Network Perspective

The Entry of Multinational Companies to the Base of the Pyramid: A Network Perspective

Seeking Legitimacy Through CSR: Institutional Pressures and Corporate Responses of Multinationals in Sri Lanka

Multinational Enterprises and Distance: Exploring Opportunities and Challenges Involved in Practicing CSR in Host-Countries

Contact Info

Product

Resources

About