Abstract
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.
| Original language | English |
|---|---|
| Pages (from-to) | 4-22 |
| Number of pages | 19 |
| Journal | British Journal of Management |
| Volume | 25 |
| Issue number | 1 |
| Early online date | 19 Oct 2012 |
| DOIs | |
| Publication status | Published - Jan 2014 |
Access to Document
- CSR in the MNC - v10 - BJM RR2 resubmission 180512
This is the peer reviewed version of the following article: Bondy, K & Starkey, K 2014, 'The dilemmas of internationalization: corporate social responsibility in the multinational corporation' British Journal of Management, vol 25, no. 1, pp. 4-22., which has been published in final form at http://dx.doi.org/10.1111/j.1467-8551.2012.00840.x. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving