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In the past decade, a sizeable body of literature has built up on the concept and characteristics of corporate social responsibility (CSR) in Western countries, where it has also been referred to as sustainability. More recently, attention has grown for CSR in emerging countries. Remarkably, China has hardly been studied so far. This paper aims to help fill this gap by considering, against this background, the CSR notion in China, through an exploration of a small sample of large retailers in China, both Chinese and non‐Chinese companies. The analysis of CSR/sustainability dimensions, as communicated by these large retailers in both the Chinese and the English language, shows substantial differences between the Chinese and international contexts. Interestingly, the largest divergence can be found for international retailers between their Chinese and corporate attention for CSR (so home versus host settings), most notably in the case of Carrefour, and to a lesser extent Wal‐Mart. In the Chinese context, there are differences between the Chinese and international retailers as well (so domestic versus foreign firms), with the former reporting more on economic dimensions, including philanthropy, and the latter more on product responsibility – contentious labour issues and the environment receive relatively limited attention in both groups in China. The paper concludes with a discussion of the implications for research and practice. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.

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Cross-sector social partnerships are often studied from a macro and meso perspective, also in an attempt to assess effectiveness and societal impact. This paper pays specific attention to the micro perspective, i.e. individual interactions between and within organizations related to partnerships that address the 'social good'. By focusing on the potential effects and mechanisms at the level of individuals and the organization(s) with which they interact, it aims to help fill a gap in research on partnerships, including more insight into the process of interaction. We conceptually explore microlevel interactions, and how partnership effects may 'trickle down' (e.g. from management to employees), or 'trickle up' (from employees to management), or 'trickle round' (e.g. between employees). Based on literature from various disciplines, we discuss how more generic theories on social exchange and contagion, social learning and attraction-selection-attrition can help shed light on micro-level interactions in a partnership, considering in particular transmission mechanisms via employees, top and middle management, and customers. In this way, partnerships can have wider benefits, as individuals have multiple roles and effects at the micro level can spread to the meso and macro levels as well. Implications for research and practice are outlined.