Corporate social responsibility and green management

Abstract

PurposeThe purpose of this paper is to propose potential challenges faced by multinational companies (MNCs) managing corporate social responsibility (CSR) strategies.Design/methodology/approachThe paper is based on two inductive case studies of French MNCs in the retail sector. Data from interviews and documents were collected and analysed at the headquarters in France and the Brazilian subsidiary.FindingsThe paper contributes in the following ways: five challenges are proposed that must be faced by MNCs in managing their CSR strategy. The challenges are related to the link between literature and three dimensions and five sub‐dimensions that emerged from the two cases studied: the governance structure (the structure of the CSR department and dialogue with stakeholders); corporate ethics (the definition of objectives and corporate posture); and organizational learning (awareness and information exchanged about CSR).Research limitations/implicationsAs this is a topic that is little addressed by the CSR's literature, a future research agenda for the relation between the headquarters and the subsidiary in considering CSR strategies can be established. It is suggested that the five challenges presented here should be deeply explored and potential solutions for each one can be investigated in depth.Practical implicationsThe proposed challenges can yield some implications for managers of MNCs who are intending to manage the headquarters/subsidiary relationship considering the MNCs' CSR strategies. They should identify adapted ways to introduce actions related to the three dimensions and five sub‐dimensions presented here.Originality/valueLittle attention has been paid to this specific link between CSR and MNC literature: the relation between the headquarters and the subsidiary considering CSR strategies. This paper proposes some challenges that can help researchers investigate potential solutions and managers to have an agenda to be addressed.

Examining the role of environmental corporate social responsibility in building green corporate image and green competitive advantage

“…Many studies reported the existence of positive association between business performance and environmental concerns in relation to Martínez-del-Río, 2008;López-Gamero, Claver-Cortés, & Molina-Azorín, 2008). Firms are getting more and more inclined to ECSR (Barin Cruz & Avila Pedrozo, 2009) and green management (GM) which is referred to as the organization wide course of action that applies inventiveness for achieving sustainability, reduction of waste, ensuring societal responsibility, and competitiveness through incessant learning initiatives by endorsing environmental goal and strategy which are in line with overall goal of the organization (Pane Haden, Oyler, & Humphreys, 2009). Thus ECSR together with GM are nowadays is required by contemporary business world (Chang et al, 2020).…”

The nexus of business sustainability and organizational learning: A systematic literature review to identify key learning principles for business transformation

“…The analysis showed a variety of framings for BST. Many articles refer to CSR (Burchell & Cook, 2006;Carter, 2005;Cruz & Pedrozo, 2009;Godkin, 2015;Trong Tuan, 2013;Zou, Xie, Meng, & Yang, 2019).…”

“…When considering learning modes, a key reference is the seminal work of Schön (1978, 1996) and their different modes of learning (single-loop, double-loop, and deutero learning) (Banerjee, 1998;Cramer, 2005;Cruz & Pedrozo, 2009;Cruz et al, 2006;Karadzic et al, 2013;Nybakk & Panwar, 2015;Richards & Zen, 2016;Toma, 2012). Scholars seem to agree that learning related to sustainability requires a double-loop learning mode in order for organizational values and norms to adjust to new challenges.…”

Pay for Being Responsible: The Effect of Target Firm’s Corporate Social Responsibility on Cross-Border Acquisition Premiums

“…Therefore, a good CSR practice implemented by the target firm in the host country may serve no purpose in the eyes of the foreign acquirer. Previous studies have found that the macro institutional environment in a country strongly affects the effect of CSR practices [47]. For example, while most research suggests that charitable donation be positively related to a firm's financial performance, this effect depends on the level of economic development in a specific country [48].…”