A micro-level perspective on the implementation of corporate social responsibility practices in multinational corporations

Vigneau, Laurence

doi:10.1016/j.intman.2020.100804

Cited by 9 publications

(15 citation statements)

References 90 publications

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“…To answer this question, we combine two complementary yet separate perspectives on CSR implementation. On the one hand, research has shown that CSR implementation can be understood as enactment, which is defined as “a combination of strategies, processes and structures aimed at promoting first commitment to the practice and then its inclusion in the day-to-day activities” (Vigneau, 2020, p. 12; see also, Bondy et al, 2012; Maon et al, 2009; McNamara et al, 2017; Miska et al, 2016). While the enactment view underscores that CSR must progress from commitment to inclusion, it fails to specify how enactment is shared and distributed among the CSR department and other functional departments.…”

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confidence: 99%

Coordinated Enactment: How Organizational Departments Work Together to Implement CSR

Risi

Wickert²,

Ramus

2022

Business & Society

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Research on the implementation of corporate social responsibility (CSR) has revealed the critical role of CSR departments vis-à-vis functional departments. While both CSR and functional departments influence CSR implementation, the question of how they work together remains underexamined. We address this question by mobilizing and merging two complementary yet separate perspectives on CSR implementation: “coordination” and “enactment.” Building on a comparative case study involving seven large Swiss financial institutions that have established CSR departments and implemented CSR to varying extents, we inductively derive six courses of actions conducing to CSR implementation, involving both coordination and enactment. We distinguish between four courses of actions in the CSR departments ( centralizing, coalescing, orchestrating, and consulting) and two courses of actions in the functional departments ( decentralizing and tailoring). As our data suggest that coordination and enactment work in tandem, we capture these insights in a model of CSR implementation as coordinated enactment. Our research contributes to the literature by explaining how CSR departments and functional departments enact and simultaneously coordinate CSR at a particular implementation stage, thus illuminating how and why the variance in CSR implementation occurs.

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confidence: 99%

Coordinated Enactment: How Organizational Departments Work Together to Implement CSR

Risi

Wickert²,

Ramus

2022

Business & Society

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“…Modern conditions of economic management are inherent in the diversification of economic processes, covering almost all countries (states) of the world, due to global (international) problems of mankind, which are constantly exacerbated due to active overall demographic growth. In this regard, the role of big business in the system of national and international economic relations is the most relevant, because it is large organizations (widely specialized domestic and foreign enterprises) and associations (joint ventures -JV, transnational corporations -TNC) have the maximum synergistic potential to meet the needs of the population in material and non-material goods required for a full life and, thus, thereby, to maintain political stability in states [1][2][3][4].…”

Section: Introductionmentioning

confidence: 99%

Corporate finance in the system of economic analysis management and intensification

et al. 2021

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The study of the issues of assessing the indicators of efficiency and intensification of finance in the activities of corporations operating in modern economic conditions is necessary and relevant. The research was conducted in order to identify a group of financial and economic indicators for assessing the financial efficiency of the corporation. In the course of the research a toolkit was developed, which is a group of indicators that allow corporations to analyze financial and economic activity in generalized and detailed forms. When selecting the resulting and factor indicators of efficiency and intensification, the author's position was based on taking into account the current economic situation, namely, the multiprofile activities of corporations (within and outside the state borders) and the high proportion of borrowed capital for business processes in the core and non-core types of entrepreneurship. The objects of the study in generalized and detailed forms were direct and indirect profitability. They refer to the resulting indicators of efficiency, calculated by comparing the profit and consumed capital. The formed indicators fully correspond to the modern economic situation and the economic nature of the categories of «efficiency» and «intensification». With their use it is possible to calculate the dependence not only between the resultant and factor indicators, but also to analyze the interaction of the factor indicators themselves. These factor indicators meet all the economic postulates and are fully adapted to the generally recognized economic requirements, in particular, financial and economic and financial management. The proposed approach will help to maximize the financial benefits through an objective analysis of the effectiveness and intensification of economic operations.

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“…Second, by exploring heterogeneity at the level of the channel partner, this study adds richness and nuance to the prevailing country-level and MNC-level perspectives in the IB literature. In particular, most studies on MNC strategy focus on the MNC as a whole and take a relatively static view on issues such as standardization versus localization, and centralization versus decentralization (Meyer et al, 2011;Vigneau, 2020). Moreover, they take an inherently outside-in perspective on MNC strategy (Peng, 2001) that pays relatively little attention to agency and the strategic latitude that organizations in the MNC network may have to respond to normative pressures in different ways (Oliver, 1991).…”

Section: Discussionmentioning

confidence: 99%

“…This dissertation adds richness and nuance to the prevailing country-level perspective in MNC strategy literature and its static view on issues such as centralization versus decentralization (Meyer et al, 2011;Vigneau, 2020). It highlights the simultaneous existence of pressures for standardization, localization, and customization, such that one cannot speak of a "single strategy for the MNC".…”

Section: Contribution 1: a Nuanced And Differentiated Perspective Of ...mentioning

confidence: 96%

“…Specifically, we develop a framework highlighting the role of two dimensions of channel partner ability and willingness in the exercise of decision making at the boundary of the MNC, in order to shed more light on the dynamics of strategy implementation under quasi-internalization (Narula et al, 2019). Second, by exploring heterogeneity at the level of the channel partner, we add richness and nuance to the prevailing country-level perspective in the IB literature and its static view on issues such as centralization versus decentralization (Meyer et al, 2011;Vigneau, 2020). That is, we extend beyond studies considering a single or a "typical" channel partner in a "typical" host country (Hada et al, 2013) to enhance our understanding of variance in responses to MNC strategy implementation across channel partners within a given host country.…”

Section: Introductionmentioning

confidence: 99%

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Strategy implementation and decision making in the broader MNC network

Gysan¹

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A micro-level perspective on the implementation of corporate social responsibility practices in multinational corporations

Cited by 9 publications

References 90 publications

Coordinated Enactment: How Organizational Departments Work Together to Implement CSR

Coordinated Enactment: How Organizational Departments Work Together to Implement CSR

Corporate finance in the system of economic analysis management and intensification

Strategy implementation and decision making in the broader MNC network

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