The influence of transverse CSR structure on headquarters/subsidiary integration

• Autor(a) principal: Barin Cruz,Luciano
• Data de Publicação: 2010
• Outros Autores: Pedrozo,Eugenio Avila, Estivalete,Vania de Fátima Barros, Hoff,Debora Nayar
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: BAR - Brazilian Administration Review
• Texto Completo: http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922010000300007
• topic: corporate social responsibility; transverse CSR structure; multinational corporations

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.