Evolutionary governance choice for corporate social responsibility: a forestry campaign case in South Korea

Abstract

Firms select different governance types (e.g. internalisation, outsourcing or collaboration) for corporate social responsibility (CSR) activities. This paper examined how the choice of CSR governance type is influenced by social factors and organisational experiences and how changes in these factors affect the governance choice. These questions are especially meaningful in the context of developing countries with weak institutional environments and recent social change. With the unique phenomenon that is not readily explainable in terms of the extant theoretical groundwork on CSR governance choice, a case study of a South Korean forestry campaign by Yuhan-Kimberly was analysed. It was found that social circumstances triggered Yuhan-Kimberly's initiation of forestry projects, but the absence of social infrastructure limited the choice of governance type early on. Lack of experience also constrained the governance choice. Over time, environmental change and the accumulation of organisational knowledge caused the choice of governance to evolve. This study contributes to the CSR governance choice literature by exploring social and organisational determinants other than economic efficiency and by applying a dynamic perspective.

Inter-Korean Forest Cooperation 1998–2012: A Policy Arrangement Approach

“…In particular, a private enterprise, Yuhan-Kimberly, participated in reforestation projects in North Korea. Yuhan-Kimberly has led the forestry campaign called "Keep Green Korea" since 1984 [43]. It conducted the campaign through various governance types, such as donations, collaborations, and in-house projects.…”

Forest dependence and income inequality in rural Ethiopia: evidence from Chilimo-Gaji community forest users

“…In other words, the ability of the locals to govern the common pool resources by themselves is determined by the degree of dependence on the resource. For example, Wossen et al (2013), Boström (2012), Chung et al (2012), Wade (1988) and Dietz et al (2003) argue that the resource must be important for the users so that they would be willing to participate and cooperate in collective action for management and use of the resource. Further, Tatlonghari and Sumalde (2008) point out that the commons users are less likely to cooperate when the dependence on the benefits of a particular coordinating arrangement is loosened.…”

A relação entre responsabilidade social corporativa, modo de governança e competitividade: um estudo das multinacionais brasileiras.

“…Por fim, tem-se que a relação estratégica entre as atividades principais de uma empresa e suas ações de RSC é um fator determinante de um tipo de governança (CHUNG; YEO-CHANG; CHO, 2012;HUSTED, 2003). Neste sentido, quanto mais forte o vínculo, maior a probabilidade de a empresa internalizar as atividades relacionadas à RSC em termos de custoefetividade.…”

“…Neste sentido, quanto mais forte o vínculo, maior a probabilidade de a empresa internalizar as atividades relacionadas à RSC em termos de custoefetividade. Já a falta de infraestrutura social e experiência interna sugere a escolha de governança do tipo mais passivo, isto é, terceirização, pois a doação não requer conhecimento sobre as atividades e pode ser realizada simplesmente doando dinheiro a um terceiro (CHUNG; YEO-CHANG; CHO, 2012;HUSTED, 2003).…”