Abstract
| Language | English |
|---|---|
| Pages | 4-22 |
| Number of pages | 19 |
| Journal | British Journal of Management |
| Volume | 25 |
| Issue number | 1 |
| Early online date | 19 Oct 2012 |
| DOIs | |
| Status | Published - Jan 2014 |
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The dilemmas of internationalization : corporate social responsibility in the multinational corporation. / Bondy, Krista; Starkey, Ken.
In: British Journal of Management, Vol. 25, No. 1, 01.2014, p. 4-22.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - The dilemmas of internationalization
T2 - British Journal of Management
AU - Bondy, Krista
AU - Starkey, Ken
PY - 2014/1
Y1 - 2014/1
N2 - We add to the global-local debate by highlighting concerns with the empirical and conceptual validity of the construct 'integrated' as it operates within corporate social responsibility (CSR). We do so by investigating the extent to which foreign national culture and related local issues are incorporated into the CSR policy of 37 multinational corporations, examining strategy development and implementation across global locations. This research suggests that integrated internationalization strategies do not resolve global and local CSR issues. In fact, they reinforce outcomes similar to global strategies, where core issues identified by headquarters are legitimated and local issues are marginalized, an outcome that appears somewhat at odds with the spirit of local responsiveness embedded in CSR thinking.
AB - We add to the global-local debate by highlighting concerns with the empirical and conceptual validity of the construct 'integrated' as it operates within corporate social responsibility (CSR). We do so by investigating the extent to which foreign national culture and related local issues are incorporated into the CSR policy of 37 multinational corporations, examining strategy development and implementation across global locations. This research suggests that integrated internationalization strategies do not resolve global and local CSR issues. In fact, they reinforce outcomes similar to global strategies, where core issues identified by headquarters are legitimated and local issues are marginalized, an outcome that appears somewhat at odds with the spirit of local responsiveness embedded in CSR thinking.
UR - http://www.scopus.com/inward/record.url?scp=84867610351&partnerID=8YFLogxK
UR - http://dx.doi.org/10.1111/j.1467-8551.2012.00840.x
U2 - 10.1111/j.1467-8551.2012.00840.x
DO - 10.1111/j.1467-8551.2012.00840.x
M3 - Article
VL - 25
SP - 4
EP - 22
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - 1
ER -