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Lookup NU author(s): Dr Laurence Vigneau
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND).
The aim of this paper is to examine the implementation of corporate social responsibility (CSR) practices across subsidiaries within a multinational corporations (MNC). The research relies on an 18-month qualitative case study to establish a novel definition and framework of implementation, which capture two complementary aspects: [1] enactment of commitment into operations and [2] alignment of practices across hierarchical levels, divisions and units. Through this perspective, implementation can be seen as a combination of processes of engagement towards the new practice and measurable outcomes across the firm. This paper provides a micro-level perspective on implementation by offering insight into specific barriers and enablers to implementation. This study also extends current knowledge on headquarter-subsidiary relationships by illustrating divergences between units during the implementation
Author(s): Vigneau L
Publication type: Article
Publication status: Published
Journal: Journal of International Management
Year: 2020
Volume: 26
Issue: 4
Print publication date: 01/12/2020
Online publication date: 03/11/2020
Acceptance date: 10/09/2020
Date deposited: 14/04/2016
ISSN (print): 1075-4253
ISSN (electronic): 1873-0620
Publisher: Elsevier Inc.
URL: https://doi.org/10.1016/j.intman.2020.100804
DOI: 10.1016/j.intman.2020.100804
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