Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China

Long Range Planning

Volumn 49, Issue 5, 2016, Pages 541-558

  Yin, Juelin ^a   Jamali, Dima ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

ECONOMIC AND SOCIAL EFFECTS;

CONCEPTUAL FRAMEWORKS; CORPORATE SOCIAL RESPONSIBILITIES (CSR); ECONOMIC VALUE CREATION; EMERGING MARKETS; MULTI-NATIONAL COMPANIES; MULTIPLE STAKEHOLDERS; MULTIPLE-CASE STUDY; STRATEGIC CORPORATE SOCIAL RESPONSIBILITIES;

COMMERCE;

CORPORATE SOCIAL RESPONSIBILITY; GLOBALIZATION; MARKET DEVELOPMENT; MULTINATIONAL ENTERPRISE; STAKEHOLDER;

CHINA;

EID: 84961298626     PISSN: 00246301     EISSN: 18731872     Source Type: Journal    
DOI: 10.1016/j.lrp.2015.12.024     Document Type: Article

References (103)

1. Aguinis, H., Glavas, A., What we know and don't know about corporate social responsibility: a review and research agenda. Journal of Management 38:4 (2012), 932–968.
2. Bernard, R., Social Research Methods: Qualitative and Quantitative Approaches. 2000, Sage Publications, Thousand Oaks.
3. Bhanji, Z., Oxley, J.E., Overcoming the dual liability of foreignness and privateness in international corporate citizenship partnerships. Journal of International Business Studies 44:4 (2013), 290–311.
4. Bhattacharyya, S.S., Exploring the concept of strategic corporate social responsibility for an integrated perspective. European Business Review 22:1 (2010), 82–101.
5. Bondy, K., Moon, J., Matten, D., An institution of corporate social responsibility (CSR) in multinational corporations (MNCs): form and implications. Journal of Business Ethics 111:2 (2012), 281–299.
6. Brammer, S., Pavelin, S., Porter, L., Corporate charitable giving, multinational companies and controversial countries. Journal of Management Studies 46:4 (2008), 575–596.
7. Brammer, S., Jackson, G., Matten, D., Corporate social responsibility and institutional theory: new perspectives on private governance. Socio-economic Review 10:1 (2012), 3–28.
8. Burke, L., Logsdon, J.M., How corporate social responsibility pays off. Long Range Planning 29:4 (1996), 495–502.
9. Carroll, A.B., Shabana, K.M., The business case for corporate social responsibility: a review of concepts, research and practice. International Journal of Management Reviews 12:1 (2010), 85–105.
10. Castka, P., Balzarova, M.A., Bamber, C.J., Sharp, J.M., How can SMEs effectively implement the CSR agenda? A UK case study perspective. Corporate Social Responsibility and Environmental Management 11:3 (2004), 140–149.
11. Chakravarthy, B.S., Doz, Y., Strategy process research: focusing on corporate self-renewal. Strategic Management Journal 13:S1 (1992), 5–14.
12. Chang, S.J., Park, S.H., Winning strategies in China: competitive dynamics between MNCs and local firms. Long Range Planning 45:1 (2012), 1–15.
13. Chapple, W., Moon, J., Introduction: CSR agendas for Asia. Corporate Social Responsibility and Environmental Management 14:4 (2007), 183–188.
14. Child, J., Tsai, T., The dynamic between firms’ environmental strategies and institutional constraints in emerging economies: evidence from China and Taiwan. Journal of Management Studies 42:1 (2005), 95–125.
15. Christmann, P., Multinational companies and the natural environment: determinants of global environmental policy standardization. Academy of Management Journal 47:5 (2004), 747–760.
16. Covin, J.G., Green, K.M., Slevin, D.P., Strategic process effects on the entrepreneurial orientation-sales growth rate relationship. Entrepreneurship Theory and Practice 30:1 (2006), 57–81.
17. Crilly, D., Predicting stakeholder orientation in the multinational enterprise: a mid-range theory. Journal of International Business Studies 42:5 (2011), 694–717.
18. de la Cruz Déniz-Déniz, M., Garcia-Falcon, J.M., Determinants of the multinationals’ social response. Empirical application to international companies operating in Spain. Journal of Business Ethics 38:4 (2002), 339–370.
19. Dahan, N.M., Doh, J.P., Oetzel, J., Yaziji, M., Corporate-NGO collaboration: co-creating new business models for developing markets. Long Range Planning 43:2 (2010), 326–342.
20. Doh, J.P., Guay, T.R., Corporate social responsibility, public policy, and NGO activism in Europe and the United States: an institutional-stakeholder perspective. Journal of Management Studies 43:1 (2006), 47–73.
21. Dowell, G., Hart, S.L., Yeung, B., Do corporate global environmental standards create or destroy market value?. Management Science 46:8 (2000), 1059–1074.
22. Eccles, R.G., Krzus, M.P., One Report: Integrated Reporting for a Sustainable Strategy. 2010, John Wiley & Sons, New York.
23. Eisenhardt, K.M., Building theories from case study research. Academy of Management Review 14:4 (1989), 532–550.
24. Eisenhardt, K.M., Graebner, M.E., Theory building from cases: opportunities and challenges. Academy of Management Journal 50:1 (2007), 25–32.
25. Elg, U., Ghauri, P.N., Schaumann, J., Internationalization through sociopolitical relationships: MNEs in India. Long Range Planning 48:5 (2015), 334–345 http://dx.doi.org/10.1016/j.lrp.2014.09.007.
26. Eweje, G., The role of MNEs in community development initiatives in developing countries-corporate social responsibility at work in Nigeria and South Africa. Business & Society 45:2 (2006), 93–129.
27. Falkenberg, A.W., When in Rome … moral maturity and ethics for international economic organizations. Journal of Business Ethics 54:1 (2004), 17–32.
28. Fox, T., Corporate social responsibility and development: in quest of an agenda. Development (Cambridge, England) 47:3 (2004), 29–36.
29. Freeman, R.E., Strategic Management: A Stakeholder Approach. 1984, Pitman, Boston.
30. Freeman, R.E., Wicks, A.C., Parmar, B., Stakeholder theory and “the corporate objective revisited”. Organization Science 15:3 (2004), 364–369.
31. Garriga, E., Melé, D., Corporate social responsibility theories: mapping the territory. Journal of Business Ethics 53:1–2 (2004), 51–71.
32. Godfrey, P.C., The relationship between corporate philanthropy and shareholder wealth: a risk management perspective. Academy of Management Review 30:4 (2005), 777–798.
33. Gond, J.P., Kang, N., Moon, J., The government of self-regulation: on the comparative dynamics of corporate social responsibility. Economy and Society 40:4 (2011), 640–671.
34. Hah, K., Freeman, S., Multinational enterprise subsidiaries and their CSR: a conceptual framework of the management of CSR in smaller emerging economies. Journal of Business Ethics 122:1 (2014), 125–136.
35. Hahn, R., Gold, S., Resources and governance in “base of the pyramid” partnerships: assessing collaborations between businesses and non-business actors. Journal of Business Research 67:7 (2013), 1321–1333 http://dx.doi.org/10.1016/j.jbusres.2013.09.002.
36. Hart, S.L., A natural resource-based view of the firm. Academy of Management Review 20:4 (1995), 986–1014.
37. Harvey, B., Schaefer, A., Managing relationships with environmental stakeholders: a study of U.K. water and electricity utilities. Journal of Business Ethics 30:3 (2001), 243–260.
38. Hill, C., International Business. ninth ed., 2012, McGraw-Hill/Irwin, New York.
39. Huberman, A.M., Miles, M.B., Data management and analysis methods. Denzin, N.K., Lincoln, Y.S., (eds.) Collecting and Interpreting Qualitative Materials, 1998, Sage Publications, Thousand Oaks.
40. Husted, B.W., Allen, D.B., Corporate social responsibility in the multinational enterprise: strategic and institutional approaches. Journal of International Business Studies 37:6 (2006), 838–849.
41. Husted, B.W., Allen, D.B., Strategic corporate social responsibility and value creation among large firms: lessons from the Spanish experience. Long Range Planning 40:6 (2007), 594–610.
42. Husted, B.W., Allen, D.B., Strategic corporate social responsibility and value creation: a study of multinational enterprises in Mexico. Management International Review 49:6 (2009), 781–799.
43. Husted, B.W., Allen, D.B., Kock, N., Value creation through social strategy. Business & Society 54:2 (2015), 147–186.
44. Jamali, D., The case for strategic corporate social responsibility in developing countries. Business & Society Review 112:1 (2007), 1–27.
45. Jamali, D., A stakeholder approach to corporate social responsibility: a fresh perspective into theory and practice. Journal of Business Ethics 82:2 (2008), 213–231.
46. Jamali, D., The case of MNC subsidiaries in developing countries: global, local, substantive or diluted?. Journal of Business Ethics 93:2 (2010), 181–200.
47. Jamali, D., Mirshak, R., Business-conflict linkages: revisiting MNCs, CSR and conflict. Journal of Business Ethics 93:3 (2010), 443–464.
48. Jamali, D., Neville, B., Convergence versus divergence in CSR in developing countries: an embedded multilayered institutional lens. Journal of Business Ethics 102:4 (2011), 599–621.
49. Jamali, D., Sidani, Y., CSR in the Middle East: Fresh Perspectives. 2012, Palgrave MacMillan, UK.
50. Jamali, D., Sidani, Y., El-Asmar, K., A three-country comparative analysis of managerial CSR perspectives: insights from Lebanon, Syria and Jordan. Journal of Business Ethics 85:2 (2009), 173–192.
51. Jamali, D., Karam, C., Blowfield, M., CSR in Developing Countries: Towards a Development-Oriented Approach. 2015, Greenleaf Publishing, London, UK.
52. Jones, T.M., Instrumental stakeholder theory: a synthesis of ethics and economics. Academy of Management Review 20:2 (1995), 404–437.
53. Kanter, R.M., From spare change to real change: the social sector as beta site for business innovation. Harvard Business Review 77:3 (1999), 122–133.
54. Karam, C.M., Jamali, D., Gendering CSR in the Arab Middle East: an institutional perspective. Business Ethics Quarterly 23:1 (2013), 31–68.
55. Khanna, T., Learning from economic experiments in China and India. Academy of Management Perspectives 23:2 (2009), 35–43.
56. Khanna, T., Palepu, K., Why focused strategies may be wrong for emerging markets. Harvard Business Review 75:4 (1997), 41–51.
57. Kolk, A., Hong, P., Van Dolen, W., Corporate social responsibility in China: an analysis of domestic and foreign retailers’ sustainability dimensions. Business Strategy and the Environment 19:5 (2010), 289–303.
58. Kostova, T., Roth, K., Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects. Academy of Management Journal 45:1 (2002), 215–233.
59. Kudłak, R., Low, K.Y., Special issue dedicated to CSR and corporate sustainability: a review and commentary. Long Range Planning 48:3 (2015), 215–227 http://dx.doi.org/10.1016/j.lrp.2015.03.002.
60. Lam, M., Beyond credibility of doing business in China: strategies for improving corporate citizenship of foreign multinational enterprises in China. Journal of Business Ethics 87:1 (2009), 137–146.
61. Lee, M.D., A review of the theories of corporate social responsibility: its evolutionary path and the road ahead. International Journal of Management Reviews 10:1 (2008), 53–73.
62. Lindgreen, A., Swaen, V., Maon, F., Introduction: corporate social responsibility implementation. Journal of Business Ethics 85:2 (2009), 251–256.
63. Lockett, A., Moon, J., Visser, W., Corporate social responsibility in management research: focus, nature, salience and sources of influence. Journal of Management Studies 43:1 (2006), 115–136.
64. London, T., Hart, S.L., Reinventing strategies for emerging markets: beyond the transnational model. Journal of International Business Studies 35:5 (2004), 350–370.
65. Margolis, J.D., Walsh, J.P., Misery loves companies: rethinking social initiatives by business. Administrative Scientific Quarterly 48 (2003), 268–305.
66. Marquis, C., Qian, C., Corporate social responsibility reporting in China: symbol or substance?. Organization Science 25:1 (2014), 127–148.
67. Marquis, C., Raynard, M., Institutional strategies in emerging markets. The Academy of Management Annals 9:1 (2015), 291–335.
68. Matten, D., Crane, A., Corporate citizenship: toward an extended theoretical conceptualization. Academy of Management Review 30:1 (2005), 166–179.
69. Matten, D., Moon, J., “Implicit” and “explicit” CSR: a conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review 33:2 (2008), 404–424.
70. McWilliams, A., Siegel, D.S., Wright, P.M., Corporate social responsibility: strategic implications. Journal of Management Studies 43:1 (2006), 1–18.
71. Mitchell, R., Agle, B., Wood, D., Towards a theory of stakeholder identification and salience: defining the principle of who and what really counts. Academy of Management Review 22:4 (1997), 853–886.
72. Newenham-Kahindi, A.M., A global mining corporation and local communities in the Lake Victoria zone: the case of Barrick Gold Multinational in Tanzania. Journal of Business Ethics 99:2 (2011), 253–282.
73. Orlitzky, M., Schmidt, F.L., Rynes, S.L., Corporate social and financial performance: a meta-analysis. Organization Studies 24:3 (2003), 403–441.
74. Orlitzky, M., Siegel, D.S., Waldman, D.A., Strategic corporate social responsibility and environmental sustainability. Business & Society 50:1 (2011), 6–27.
75. O'Riordan, L., Fairbrass, J., Managing CSR stakeholder engagement: a new conceptual framework. Journal of Business Ethics 125:1 (2014), 121–145.
76. Palazzo, G., Scherer, A., The Future of Global Corporate Citizenship: Toward a New Theory of the Firm as a Political Actor. Scherer, A., Palazzo, G., (eds.) Handbook of Research on Global Citizenship, 2008, Edward Elgar, Cheltenham, UK, 577–590.
77. Pettigrew, A.M., The character and significance of strategy process research. Strategic Management Journal 13:S2 (1992), 5–16.
78. Pinkse, J., Kuss, M.J., Hoffmann, V.H., On the implementation of a ‘global’ environmental strategy: the absorptive capacity. International Business Review 19:2 (2010), 160–177.
79. Polonsky, M., Jevons, C., Global branding and strategic CSR: an overview of three different types of complexity. International Marketing Review 26:3 (2009), 327–347.
80. Porter, M.E., Kramer, M.R., The competitive advantage of corporate philanthropy. Harvard Business Review 80:12 (2002), 56–68.
81. Porter, M.E., Kramer, M.R., Strategy society: the link between competitive advantage and corporate social responsibility. Harvard Business Review 84:12 (2006), 78–92.
82. Porter, M.E., Kramer, M.R., Creating shared value: how to reinvent capitalism — and unleash a wave of innovation and growth. Harvard Business Review 89:1–2 (2011), 62–77.
83. Post, F.R., The social responsibility of management: a critique of the shareholder paradigm and defense of stakeholder primacy. American Journal of Business 18:2 (2003), 57–61.
84. Prahalad, C.K., The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits. 2009, Wharton School Publishing, Philadelphia, PA.
85. Prahalad, C.K., Hammond, A., Serving the world's poor, profitably. Harvard Business Review 80:9 (2002), 48–59.
86. Rodriguez, P., Siegel, D.S., Hillman, A., Eden, L., Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility. Journal of International Business Studies 37:6 (2006), 733–746.
87. Schuler, D.A., Cording, M.P., A corporate social performance-corporate financial performance behavioral model for consumers. Academy of Management Review 31:3 (2006), 540–558.
88. Silverman, D., Interpreting Qualitative Data. third ed., 2006, Sage Publications, Thousand Oaks.
89. Strike, V.M., Gao, J., Bansal, P., Being good while being bad: social responsibility and the international diversification of US firms. Journal of International Business Studies 37:6 (2006), 850–862.
90. Turker, D., Measuring corporate social responsibility: a scale development study. Journal of Business Ethics 85:4 (2009), 411–427.
91. Ventresca, M.J., Mohr, J., Archival methods in organization analysis. Baum, J.A.C., (eds.) The Blackwell Companion to Organizations, 2002, Blackwell, New York, 805–828.
92. Werther, W.B. Jr., Chandler, D., Strategic corporate social responsibility as global brand insurance. Business Horizons 48:4 (2005), 3174–3324.
93. Wiig, A., Kolstad, I., Multinational corporations and host country institutions: a case study of CSR activities in Angola. International Business Review 19:2 (2010), 178–190.
94. Wood, D.J., Corporate social performance revisited. Academy of Management Review 16:4 (1991), 691–718.
95. Wright, M., Filatotchev, I., Hoskisson, R.E., Peng, M.W., Strategy research in emerging economies: challenging the conventional wisdom. Journal of Management Studies 42:1 (2005), 1–33.
96. Yang, X., Rivers, C., Antecedents of CSR practices in MNC subsidiaries: a stakeholder and institutional perspective. Journal of Business Ethics 86:2 (2009), 155–169.
97. Yin, J., Zhang, Y., Institutional dynamics and corporate social responsibility (CSR) in an emerging country context: evidence from China. Journal of Business Ethics 111:2 (2012), 301–316.
98. Yin, R.K., Case Study Research: Design and Methods. 3rd ed., 2003, Sage Publications, Thousand Oaks.
99. Zaheer, S., Overcoming the liability of foreignness. Academy of Management Journal 38:2 (1995), 341–353.
100. Zhao, M., CSR-based political legitimacy strategy: managing the state by doing good in China and Russia. Journal of Business Ethics 111:2 (2012), 439–460.
101. Zhao, M., Beyond cops and robbers: the contextual challenge driving the multinational corporation public crisis in China and Russia. Business Horizons 56:4 (2013), 491–501.
102. Zhao, M., Tan, J., Park, S.H., From voids to sophistication: institutional environment and MNC CSR crisis in emerging markets. Journal of Business Ethics 122:4 (2014), 655–674.
103. Zhao, M., Park, S.H., Zhou, N., MNC strategy and social adaptation in emerging markets. Journal of International Business Studies 45:7 (2014), 842–861.