CSR strategy in multinational firms: focus on human resources, suppliers and community

Chiara, Alessandra De; Spena, Tiziana Russo

doi:10.1108/20412561111128528

Cited by 38 publications

(23 citation statements)

References 32 publications

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“…Some studies (Pederson, 2009;Jamali and Mishak, 2010;Chiara and Spena, 2011) have tried to frame the behaviour of multi-national companies (MNCs) within corporate social responsibility (CSR). Other studies have focused on predominantly small and medium enterprises (SMEs) to study selected influencing factors of CSR, such as commitment, accountability, transparency, competitiveness and responsibility (Feltus and Petit, 2009;Chen and Wongsurawat, 2011).…”

Section: Introductionmentioning

confidence: 99%

Relationships among triple bottom line elements

Venkatraman

Nayak

2015

Journal of Global Responsibility

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to gain more insight of the nature and strength of relationships among the three triple bottom line (TBL) outcomes, namely corporate environmental performance outcome (CEPO), corporate social performance outcome (CSPO) and corporate financial performance outcome (CFPO) and to evolve a roadmap for integrating sustainable business practices that facilitates in managing and improving their sustainable performance. Literature reports that currently businesses try to achieve economic, social and ecological goals independently resulting in silos. The interrelationships of TBL elements have not been explored and integrated. The literature has already pointed out that to achieve corporate sustainability, managers need to integrate TBL goals in all their business decisions. However, the question remains -how to integrate these three competing goals and this paper attempts to answer this question. Design/methodology/approach -In the research design, the authors use a quantitative research methodology with data collected by means of a survey questionnaire that included both descriptive and exploratory flavour. The empirical study examines the relationships of TBL elements as perceived by 85 different Australian-based large, medium, as well as small business organisations. The data collected were analysed by performing factor analysis on 21 items resulting in three latent factors that were aligned to TBL outcomes and the correlations among them were analysed to assess their interrelationships. Findings -The results of the study report weak, positive relationships existing between the TBL. This result has useful implications well-supported by the qualitative feedback. The paper argues that Australian managers do not see any strategic advantage in pursuing "beyond compliance" sustainable business practices, as they perceive no added value to their organisations' financial performance outcomes. Integrating economic, social and ecological performances is seen as an additional management burden. Originality/value -While most of the TBL studies conducted worldwide focus on predominantly assessing large organisations toward responsible and sustainable busines...

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Section: Introductionmentioning

confidence: 99%

Relationships among triple bottom line elements

Venkatraman

Nayak

2015

Journal of Global Responsibility

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“…Multinational operations have added a further dimension to CSR, as it is also viewed as a mode of governance which can overcome abating labor legislation confined to national boundaries (Bethoux, Didry & Mias, 2007). In emerging economies, the presence of multinational organizations is viewed as having a positive effect on working conditions as these multinationals are viewed as agents of change, bringing about not only financial and economic benefits, but also contributing to ethical standards in business (Chiara & Spena, 2011;Bethoux, et al, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Multinational organizations may have set CSR policies in the home country, but host country differences must be considered when implementing CSR in a global context (Galbreath, 2006), with the nett result that global CSR policies often involve customized initiatives in host countries influenced by institutional and social pressures specific to these host countries. These pressures can emanate from cultural norms and values, the regulatory environment of the host country and the expectations of NGO's (Chiara & Spena, 2011;Hinson & Ndlovu, 2011).…”

Section: Corporate Social Responsibility In Multinational Organizationsmentioning

confidence: 99%

Corporate social responsibility of a multinational bank and its South African subsidiary

Koffman-Xaba¹,

Goldman²

2016

Banks and Bank Systems

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Africa has become increasingly attractive to foreign investors, but the establishment of operations in emerging markets poses challenges for multinationals. One such challenge is implementing of corporate social responsibility (CSR) effectively across all subsidiaries. This study aims to determine whether there are differences in CSR expectations and praxis between a multinational bank and its subsidiary operating in South Africa. Through qualitative research methods, a case study research design approach was utilized to study CSR activities in the parent company and CSR activities in its South African subsidiary. Data collected from ten interviews are analyzed using open, axial and selective coding procedures. The study concludes that there are nuanced gaps in CSR expectations, and between the parent company and its South African subsidiary. Global CSR strategies may be applied consistently across subsidiaries, but they do not necessarily address core issues faced in emerging economies, placing doubts upon the practicality of these efforts

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“…In this respect, some companies have demonstrated through, for example, the establishment of CSR budget which may underpin the argument that CSR is not merely the "right thing to do", but more importantly, "the smart thing to do" (Smith, 2003). The CSR concept largely reflects obligations owe to stakeholders who are either directly or indirectly affected by a firm's activities, and its importance is increasing with particular reference to the activities of multinational enterprises (MNEs) (De Chiara and Spena, 2011). CSR is increasingly attracting companies' attention in their desire for value maximization and reputation.…”

Section: Introductionmentioning

confidence: 99%

Exploring the Fit Between Corporate Social Responsibility (CSR) and Innovation in the Search for Corporate Reputation

2019

EJBM

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This paper aims to argue that the current wave of corporate social responsibility (CSR) and innovation concepts and guidelines lead to a mutually supportive and/or complementarities effect, i.e., strategic approaches to CSR and innovation increasingly strengthens companies' ability to draw on their relationships. This mutually supportive and/or complementarities effect can effectively address the multitude of CSR and innovation approaches that companies face. This conceptual paper uses stakeholder theory as a lens and, in turn, draws on organisational legitimacy and organisational learning to develop under which conditions claims of mutually supportive and/or complementarities effect will be considered. It provides evidence for the existence of a mutually supportive and/or complementarities effect as defining the characteristics of CSR and innovation approaches. The author argues that the increasing dissemination of CSR and innovations approaches among companies reinforce the mutually supportive and/or complementarities effect, with strategic approaches to CSR and innovation increasingly strengthens companies' ability to draw on their relationships, while the scope of CSR and innovation actions within the companies and their stakeholder relationships become increasingly expanding (incremental) over time. There appears to be existence of three forms of relationships between CSR and innovation: bi-directional, i.e., CSR affects innovation, and innovation, in turn, affects CSR, innovation provides opportunities for CSR and CSR, in turn, provides opportunities for innovation. Ultimately, this mutually supportive and/or complementarities effect, i.e., strategic approaches to CSR and innovation increasingly strengthen companies' ability to draw on their relationships. The paper contributes by exploring how CSR and innovation approaches follow a similar underlying rationale rather than isolated (unrelated) phenomena in the context of companies' quest for survival and reputation. While CSR and innovation research follow different theoretical perspectives, the two concepts are, in fact, both driven by similar considerations.

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CSR strategy in multinational firms: focus on human resources, suppliers and community

Cited by 38 publications

References 32 publications

Relationships among triple bottom line elements

Relationships among triple bottom line elements

Corporate social responsibility of a multinational bank and its South African subsidiary

Exploring the Fit Between Corporate Social Responsibility (CSR) and Innovation in the Search for Corporate Reputation

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