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Martinet, Alain-Charles

doi:10.3917/dec.bonna.2006.01.0009

Cited by 7 publications

(2 citation statements)

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“…Mergers and acquisitions have been essential to GSK’s growth and have contributed to the company’s greater market share. Research, product development and innovation are also significant in GSK’s success, with an average annual research spending of £1.2bn – approximately US$1.9bn (Marketline, 2011). Furthermore, CSR appears to be increasingly integral to GSK’s success, as it has endeavoured to gain competitive advantage across international and emerging markets.…”

Section: Exploring Corporate Social Responsibility and Non-market Strategies To Address Stakeholders’ Expectations: The Glaxosmithkline Cmentioning

confidence: 99%

The challenges of addressing stakeholders’ expectations through corporate non-market strategies in emergent countries

Saïd

Šević

Phillips³

2019

cpoib

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Purpose This paper aims to examine the tensions between global and local corporate social responsibility (CSR) initiatives developed by multinationals managing subsidiaries in different emergent countries. Multinationals carry out a wide array of political activities (Boddewyn and Brewer, 1994; Hillman and Hitt, 1999; Rehbein and Schuler, 1995) supporting their economic objectives, even though the political landscape and the institutional environment may vary significantly in the different countries in which they are located (Luo, 2006). This can raise issues related to the management of cross-border political imperatives as well as the coordination of political activities among multinational companies and their subsidiaries. Design/methodology/approach Based on a documentary research, this paper analyses the key challenges facing the non-market and CSR strategies of GlaxoSmithKline (GSK) a world leading, research-based pharmaceutical and health-care company. Findings The paper further looks at the way in which GSK deploys its global non-market strategies and manages their alignment with local CSR initiatives in emerging markets, particularly in China. Research limitations/implications Further research is required to address the question of international CSR mediation and moderation of this imbalance between pressures for global consistency and local responsiveness. More specifically, in-depth case studies designed to target local managers, as well as their counterparts from the MNE headquarters, should allow us to more effectively analyse and capture the perceived biases with regard to the way the CSR agenda is set at the central level, in light of its global strategy and to the needs and demands of their local host countries’ stakeholders. Originality/value This exploratory research based on secondary data allows an interesting base for analysis of the synergies between CSR, non-market strategies and international strategic management which provide a promising base for continuing research.

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Section: Exploring Corporate Social Responsibility and Non-market Strategies To Address Stakeholders’ Expectations: The Glaxosmithkline Cmentioning

confidence: 99%

The challenges of addressing stakeholders’ expectations through corporate non-market strategies in emergent countries

Saïd

Šević

Phillips³

2019

cpoib

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“…précise que l'objectif de la TPP est justement de remettre en cause cette prétendue séparation entre un monde économique dominé par l'intérêt et l'opportunisme et un monde éthique marqué par la recherche du bien commun et de l'équité. Cela constitue une réelle avancée par rapport aux travaux néoinstitutionnalistes en obligeant à expliciter les normes de justice à l'oeuvre dans les technologies de gestion et donc à réintroduire du politique dans le management compte tenu de l'irréductible pluralité des valeurs (voir certaines contributions dans l'ouvrage collectif dirigé par Bonnafous-Boucher et Pesqueux, notammentMartinet, 2006). Ceci étant, comme le souligne D. Cazal, la TPP est « loin de constituer une alternative à la théorie classique de l'entreprise, elle ne fait que l'élargir (en lui adjoignant des connotations éthiques) dans une perspective libérale » (2006, p. 9).…”

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La RSE de la gouvernance de la firme à la gouvernance de réseau

Dupuis¹

2008

Revue française de gestion

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Distribution électronique Cairn.info pour Lavoisier. © Lavoisier. Tous droits réservés pour tous pays.La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

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Value Chain and CSR of Global Pharmaceutical Companies: A Framework to Define Practices

Gimenes

Payaud

2016

Palgrave Studies in Governance, Leadership and Responsibility

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Décider avec les parties prenantes

Cited by 7 publications

References 0 publications

The challenges of addressing stakeholders’ expectations through corporate non-market strategies in emergent countries

The challenges of addressing stakeholders’ expectations through corporate non-market strategies in emergent countries

La RSE de la gouvernance de la firme à la gouvernance de réseau

Value Chain and CSR of Global Pharmaceutical Companies: A Framework to Define Practices

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