Journal ArticleDOI
CSR approaches of MNEs in developing countries
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TLDR
In this paper, the authors discuss how multinational enterprises (MNEs) can approach corporate social responsibility (CSR) in developing countries, and examine select literature to suggest six propositions regarding CSR approaches that can be adopted by MNEs.Abstract:
Purpose
This paper aims to discuss how multinational enterprises (MNEs) can approach corporate social responsibility (CSR) in developing countries. Such countries face challenges of low social development, income differences and weak institutional framework. The society is also characterized by greater power distance and in-group collectivism. Managers of MNEs operating in developing countries have to find ways and means to deliver CSR which is in sync with the atypical socio-cultural-political-demographical needs of the country. They cannot just concentrate on strategic CSR to create positive externalities; rather, they have to provide generic social benefits to local communities.
Design/methodology/approach
The paper examines select literature to suggest six propositions regarding CSR approaches that can be adopted by MNEs.
Findings
Managers of MNEs will concentrate on those stakeholders who have power to punish or reward, and, apart from shareholders, these are likely to be local communities. Hypernorms operating in background will be linked to emergence of macro-social contract of societal expectation to provide some support to local community, whose specific forms will be community-specific microsocial contracts. These will aim at providing generic social goods to local community, through a variety of transactional and calculative activities, high on tokenism.
Research limitations/implications
This is a conceptual work. Empirical study is not done.
Originality/value
The mainstream CSR agenda is largely driven by concerns and priorities of developed countries. It aims at universalizing a set of conditions that do not exist in developing countries, and ignores the local realities and priorities. The paper fills a gap in explaining why the concept of global CSR has its limitations, and MNEs have to concentrate on alleviating local demands.read more
Citations
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Employees’ perception of corporate social responsibility (CSR) and its effects on internal outcomes
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Corporate social responsibility in Vietnam: views from corporate and NGO executives
TL;DR: In this article, a qualitative and quantitative study of executives in NGO, multinational and domestic-only firms operating in Vietnam was conducted to examine the perceptions and opinions of corporate and nongovernmental organization (NGO) executives in Vietnam about corporate social responsibility (CSR) programs, issues and priorities in Vietnam, the role of various external stakeholders in supporting CSR practices and how corporates and NGOs can work together to support each other's CSR agendas.
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Drivers of Philanthropic Foundations in Emerging Markets: Family, Values and Spirituality
Valeria Giacomin,Geoffrey Jones +1 more
TL;DR: In this article, the authors examined the ethics and drivers of philanthropic foundations in emerging markets, and found that 55 out of 70 foundations associated with these leaders have been used as vehicles for a specific type of altruistic philanthropy defined as "spiritual philanthropy", which emphasized personal or family traditions, culture, and religious values.
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The interrelationship between intellectual capital, corporate governance and corporate social responsibility
TL;DR: In this paper , the authors investigated the interrelationship between intellectual capital, corporate governance and corporate social responsibility (CSR) and their combined effects, in the Vietnamese context, using data collected from the annual reports of the largest listed banks in Vietnam from 2011 to 2018.
References
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Book
Strategic Management: A Stakeholder Approach
TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.
Journal ArticleDOI
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts
TL;DR: In this paper, a theory of stakeholder identification and saliency based on stakeholders possessing one or more of three relationship attributes (power, legitimacy, and urgency) is proposed, and a typology of stakeholders, propositions concerning their saliency to managers of the firm, and research and management implications.
Journal ArticleDOI
The Theory of Social and Economic Organization
TL;DR: A synthetic polyisoprene rubber latex produced by emulsifying a solution of polyisoperene rubber in an organic solvent with water and removing the solvent from the resulting oil-in-water emulsion is significantly improved with respect to mechanical stability, wet gel strength and dry film strength as mentioned in this paper.
Journal ArticleDOI
The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications
Thomas Donaldson,Lee E. Preston +1 more
TL;DR: In this article, the authors examine three aspects of the stakeholder theory and critique and integrate important contributions to the literature related to each, concluding that the three aspects are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental.
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