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The influence of transverse CSR structure on headquarters/subsidiary integration

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The influence of transverse CSR structure on headquarters/subsidiary integration

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Título The influence of transverse CSR structure on headquarters/subsidiary integration
Autor Cruz, Luciano Barin
Pedrozo, Eugenio Avila
Estivalete, Vânia de Fátima Barros
Hoff, Débora Nayar
Abstract Some studies have already highlighted the effects of the introduction of Corporate Social Responsibility [CSR] projects into Multinational Corporations’ [MNC] strategies. However, little attention has been paid to the influence of transverse CSR structure on headquarters/subsidiary integration. In this article, we begin with the following question: What is the influence of the introduction of a centralized/decentralized structure on conducting a CSR strategy in a MNC? Our main objective is to identify conditions through which the structure of the CSR department influences the CSR strategy of the MNC. We define transverse CSR structure as: (1) the existence of a CSR directory at the headquarters level and a CSR representative at the subsidiary level, and (2) the existence of representatives from different areas who participate in meetings or committees to make decisions about CSR strategy. We argue that a transverse CSR structure favors consideration of global and local CSR demands by headquarters and subsidiaries. This process takes place through the mediation of three main elements: information exchange, awareness activities and definition of objectives.
Contido em BAR. Brazilian Administration Review. Curitiba, PR. Vol. 7, n. 3 (July/Sept. 2010), p. 310-324
Assunto Empresas multinacionais
Estrategia empresarial
Responsabilidade social corporativa
[en] Corporate social responsibility
[en] Multinational corporations
[en] Transverse CSR structure
Origem Nacional
Tipo Artigo de periódico
URI http://hdl.handle.net/10183/108137
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