CSR policies and practices of Korean foreign subsidiaries: institutional duality in emerging economies

Kim, Su-Jung; Kim, Changsu; Park, Jong‐Hun; Kim, Jangsoon; Afzali, Hajir

doi:10.1080/13602381.2021.1939957

Cited by 3 publications

(4 citation statements)

References 37 publications

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“…The findings of this study are in line with the “institutional duality” model of MNCs (Hillman & Wan, 2005; C. Kim et al, 2018; S. Kim et al, 2021). This model asserts that the companies need to conform to both, host countries' pressures to gain external legitimacy by adopting local practices, and parent company's pressure to gain internal legitimacy.…”

Section: Discussionsupporting

confidence: 89%

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Enacting institutional drivers towards strategic corporate social responsibility: The sensemaking process in multinational companies

Yudarwati

Sison

Putranto

et al. 2023

Corp Soc Responsibility Env

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Following sensemaking process, this study examines how CSR policy makers of multinational companies (MNCs) interpret institutional drivers, assign meanings on them, and enact them to reduce uncertainties in conducting CSR initiatives. Based on a case study towards Australia MNCs, this study reveals the sensemaking process towards two ecological changes: (1) the communities' expectations and culture and (2) different regulatory and governance standards between home and host countries. Local communities in host countries were believed of having power to express their expectations and demands to the companies. Nevertheless, the communities may not really hold power over the companies. Sensemaking process, however, is about "believing is seeing", which tends to follow a self-fulfilling prophecy and self-validating prophecy. When the corporate leaders selected the interpretation, they created a story to make sense of what happened and to carry on the current activities. They then decided to act upon their interpretations by enacting CSR initiatives. When it came to formulating the CSR policy, they followed the top-down processing by following the home country's standards that had been applied in many different host countries.Meanwhile, when it came to its implementation, they followed the bottom-up processing to gain acceptance from the communities. This study asserts that their sense making choices, that is, how they provide meanings and reasonings to their institutions and how their rationalities are enacted, shape their companies' CSR initiatives.

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Section: Discussionsupporting

confidence: 89%

“…The findings of this study are in line with the "institutional duality" model of MNCs (Hillman & Wan, 2005;C. Kim et al, 2018;S. Kim et al, 2021).…”

Section: Interpretation: a Strong Regulated Environment Provides A Cl...supporting

confidence: 87%

Enacting institutional drivers towards strategic corporate social responsibility: The sensemaking process in multinational companies

Yudarwati

Sison

Putranto

et al. 2023

Corp Soc Responsibility Env

View full text Add to dashboard Cite

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“…Drawing attention to individual interactions and intra-organizational dynamics, studies have investigated how these agents grapple with the selection (Kourula and Delalieux, 2016), translation (Gutierrez-Huerter O et al, 2020;Vigneau et al, 2015), and implementation of CSR (Risi and Wickert, 2017) and the selling of social issues (Wickert and de Bakker, 2018) within MNEs. A common thread in this scholarship is that subsidiary managers are pivotal in fulfilling global CSR promises, but to do so they have to maneuver around constraints and navigate various tensions, including balancing operational efficiency with local responsiveness (Bondy and Starkey, 2014;Miska et al, 2016) and coping with rival CSR demands from their MNE parent and their host countries (Durand and Jacqueminet, 2015;Kim et al, 2021). The latter dilemma has been widely acknowledged by international management scholarship under the concept of institutional duality (Kostova and Roth, 2002).…”

Section: Institutional Plurality and Managerial Agency In Csr Global ...mentioning

confidence: 99%

“…In the domain of corporate social responsibility (CSR), institutional duality presumes that subsidiaries are confronted with two sets of rival demands stemming from the parent MNE and the host country from which they need to maintain legitimacy. Research informed by this perspective contends that subsidiaries might give in to whichever CSR pressure is greater (Durand and Jacqueminet, 2015), disguise non-conformity (Tashman et al, 2019), or balance both sets of pressures (Kim et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Responding to institutional plurality: Micro-politics in the rollout of a global corporate social responsibility norm in a multi-national enterprise

2023

Human Relations

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How can we make sense of the range of organizational dynamics that emerge when managers of multi-national enterprises (MNEs) seek to serve their interests as they perceive multiple demands in relation to corporate social responsibility (CSR)? In this article, I conceptualize this situation as a case of CSR institutional plurality. Drawing from the literature on MNE micro-politics, which I connect to the CSR literature, I analyze qualitative data gathered from five subsidiaries of a UK MNE to which their HQ transferred CSR reporting: a global norm with a typical explicit CSR mode. My analysis reveals that subsidiary managers responded to CSR institutional plurality by developing aligned or contested versions of the global CSR norm, that were then promoted through the deployment of discursive and symbolic tactics. I develop a grounded model that improves understanding of three power capabilities of subsidiary actors, that is, their socialization to explicit CSR norms, the exercise of employee voice and their political capital that can be deployed to support or curb the advancement of the managerial tactics. In doing so, I reveal the complex pathways through which lower-status subsidiary actors can take part in the reconfiguration of a global CSR norm.

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Do female family directors affect corporate social responsibility in Chinese family firms?

Song,

He,

Zou

et al. 2024

Asia Pacific Business Review

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CSR policies and practices of Korean foreign subsidiaries: institutional duality in emerging economies

Cited by 3 publications

References 37 publications

Enacting institutional drivers towards strategic corporate social responsibility: The sensemaking process in multinational companies

Enacting institutional drivers towards strategic corporate social responsibility: The sensemaking process in multinational companies

Responding to institutional plurality: Micro-politics in the rollout of a global corporate social responsibility norm in a multi-national enterprise

Do female family directors affect corporate social responsibility in Chinese family firms?

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