Environmentally responsible management of MNE subsidiaries: stakeholder perspective

Abstract

Purpose – The aim of this paper is to empirically analyze the extent of the impact stakeholders' pressure has as a determinant of multinational enterprises' MNEs' local environmentally responsible management (ERM), aiming to contribute to the interlocution with stakeholders and ERM strategy establishment of MNE subsidiaries. Design/methodology/approach – To identify key stakeholders, ordinary least squares (OLS) regression analysis was used. The data were collected from 300 foreign subsidiaries established by Korean MNEs from August to December 2012. Findings – The results show the parent company (as a major internal stakeholder) and government, NGOs and media (as external stakeholders) are major factors that promote ERM by subsidiaries. Stakeholder theory provides a comprehensive understanding about stakeholders' pressure as a force to engage overseas subsidiaries with environmental responsibility. Originality/value – The research contributes to environmental and international business literature by investigating antecedents of ERM of overseas subsidiaries. A stakeholder perspective is used as an overarching theory in order to develop an ERM framework.

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

“…In collaborative relationships, MNE's subsidiaries and host-country constituents have strong interactions (Burritt et al, 2020). Not only to respond adequately but also to critical social issues, the stakeholder relationships can be valuable for MNE's subsidiaries as an integral part of the core functions of business practices (Choi and Park, 2014).…”

Responsabilidad Social y ventaja competitiva: percepción de la gerencia de la empresa pequeña y mediana de Guadalajara, Jalisco

“…Las empresas que operan en el nivel internacional han encontrado que las actividades de Responsabilidad Social suelen ser la llave para la entrada a nuevos mercados (Attig, et al 2016;Hadjikhani, Lee, & Park, 2016;Ghauri, Hadjikhani & Elg, 2012;Choi, & Il Park, 2014;Park & Ghauri, 2015;Keinert, 2008).…”

Strategic Corporate Sustainability in a Post-Acquisition Context

“…In this text, the concept of M&A refers to acquisitions. CS must be driven on a strategic level [2,[23][24][25][26], with a systematic approach addressing environmental, social, and economic sustainable business practices, simultaneously [7,27,28], in the context in which the company strategy is embedded [2,29,30]. During the integration phase, different approaches to CS across companies require a common conception of CS for the successful pursuit of sustainable objectives [16,31].…”

“…During the integration phase, different approaches to CS across companies require a common conception of CS for the successful pursuit of sustainable objectives [16,31]. Although CS can exert long-term effects in the post-acquisition phase and beyond, there is a lack of strategic perspective on the integration of CS in the post-M&A phase [25], which is both a scientific and a practical problem. [32].…”