CSR, Employee Commitment, and Survival During Crisis Period: The Case of Tunisia

Mlouka, Menel Ben; Hefaiedh, Rafla

doi:10.1007/978-3-030-11458-9_4

Cited by 1 publication

(1 citation statement)

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“…From this point of view, MNEs should consider a variety of stakeholders because all of them have an impact on corporate outcomes (Freeman, 1984;Yang and Rivers, 2009;Hah and Freeman, 2014). Pressures from employees, suppliers, community, non-governmental organizations (NGOs) and governments lead to incorporating social expectations, needs and values into strategic and operational decision-making processes (Haque, 2020;Ben Mlouka and Hefaiedh, 2019). In this vein, there cannot be socially responsible MNEs without taking all stakeholders and their issues into account.…”

Section: Literature Review 21 Stakeholder Theory To Corporate Social Responsementioning

confidence: 99%

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Ghezal

Khemakhem

2020

RIBS

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Purpose This study aims to develop a conceptual model to examine the impact of four organizational factors (expatriate managers, stakeholder engagement, corporate social mission and demand management) on the social response activities and their subsequent effect on corporate social performance among subsidiaries of multinational enterprises (MNEs) in Tunisia, characterized as a small African economy. Design/methodology/approach This study uses data collected from 115 subsidiaries established in an African country – Tunisia. It also applies a partial least square regression to test the hypotheses proposed in a comprehensive framework. Findings This study reveals that each of these factors, with the exception of expatriate managers, is found to positively influence the adoption of social response activities by MNE’s subsidiaries. In addition, involvement in such activities is also important in enhancing social performance concerning employees and customers. Originality/value Despite years of encouragement from scholars and theorists, studies across Africa have generally shown no interest in corporate social response as a strategic process that safeguards the well-being of host society. This paper proposes a comprehensive model for identifying the antecedents and one consequence of corporate social response activities of MNE’s subsidiaries. Stakeholder theory is used as a theoretical lens to develop a corporate social response framework.

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Section: Literature Review 21 Stakeholder Theory To Corporate Social Responsementioning

confidence: 99%

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Ghezal

Khemakhem

2020

RIBS

View full text Add to dashboard Cite

show abstract

CSR, Employee Commitment, and Survival During Crisis Period: The Case of Tunisia

Cited by 1 publication

References 47 publications

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

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