The influence of transverse CSR structure on headquarters/subsidiary integration
Autor(a) principal: | |
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Data de Publicação: | 2010 |
Outros Autores: | , , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Institucional da UFRGS |
Texto Completo: | http://hdl.handle.net/10183/108137 |
Resumo: | 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. |
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Cruz, Luciano BarinPedrozo, Eugenio AvilaEstivalete, Vânia de Fátima BarrosHoff, Débora Nayar2014-12-12T02:15:42Z20101807-7692http://hdl.handle.net/10183/108137000765541Some 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.application/pdfengBAR. Brazilian Administration Review. Curitiba, PR. Vol. 7, n. 3 (July/Sept. 2010), p. 310-324Responsabilidade social corporativaEmpresas multinacionaisEstratégia empresarialCorporate social responsibilityTransverse CSR structureMultinational corporationsThe influence of transverse CSR structure on headquarters/subsidiary integrationinfo:eu-repo/semantics/articleinfo:eu-repo/semantics/otherinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/openAccessreponame:Repositório Institucional da UFRGSinstname:Universidade Federal do Rio Grande do Sul (UFRGS)instacron:UFRGSORIGINAL000765541.pdf000765541.pdfTexto completoapplication/pdf173971http://www.lume.ufrgs.br/bitstream/10183/108137/1/000765541.pdf257c140e05a6241f135a05490d7b724eMD51TEXT000765541.pdf.txt000765541.pdf.txtExtracted Texttext/plain51155http://www.lume.ufrgs.br/bitstream/10183/108137/2/000765541.pdf.txta89b551b355c30e57115423a2b0f9398MD52THUMBNAIL000765541.pdf.jpg000765541.pdf.jpgGenerated Thumbnailimage/jpeg1514http://www.lume.ufrgs.br/bitstream/10183/108137/3/000765541.pdf.jpgb2f37c2f8ca6542a7ea7cfea979db3b1MD5310183/1081372018-10-22 09:01:53.528oai:www.lume.ufrgs.br:10183/108137Repositório de PublicaçõesPUBhttps://lume.ufrgs.br/oai/requestopendoar:2018-10-22T12:01:53Repositório Institucional da UFRGS - Universidade Federal do Rio Grande do Sul (UFRGS)false |
dc.title.pt_BR.fl_str_mv |
The influence of transverse CSR structure on headquarters/subsidiary integration |
title |
The influence of transverse CSR structure on headquarters/subsidiary integration |
spellingShingle |
The influence of transverse CSR structure on headquarters/subsidiary integration Cruz, Luciano Barin Responsabilidade social corporativa Empresas multinacionais Estratégia empresarial Corporate social responsibility Transverse CSR structure Multinational corporations |
title_short |
The influence of transverse CSR structure on headquarters/subsidiary integration |
title_full |
The influence of transverse CSR structure on headquarters/subsidiary integration |
title_fullStr |
The influence of transverse CSR structure on headquarters/subsidiary integration |
title_full_unstemmed |
The influence of transverse CSR structure on headquarters/subsidiary integration |
title_sort |
The influence of transverse CSR structure on headquarters/subsidiary integration |
author |
Cruz, Luciano Barin |
author_facet |
Cruz, Luciano Barin Pedrozo, Eugenio Avila Estivalete, Vânia de Fátima Barros Hoff, Débora Nayar |
author_role |
author |
author2 |
Pedrozo, Eugenio Avila Estivalete, Vânia de Fátima Barros Hoff, Débora Nayar |
author2_role |
author author author |
dc.contributor.author.fl_str_mv |
Cruz, Luciano Barin Pedrozo, Eugenio Avila Estivalete, Vânia de Fátima Barros Hoff, Débora Nayar |
dc.subject.por.fl_str_mv |
Responsabilidade social corporativa Empresas multinacionais Estratégia empresarial |
topic |
Responsabilidade social corporativa Empresas multinacionais Estratégia empresarial Corporate social responsibility Transverse CSR structure Multinational corporations |
dc.subject.eng.fl_str_mv |
Corporate social responsibility Transverse CSR structure Multinational corporations |
description |
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. |
publishDate |
2010 |
dc.date.issued.fl_str_mv |
2010 |
dc.date.accessioned.fl_str_mv |
2014-12-12T02:15:42Z |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/other |
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info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
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http://hdl.handle.net/10183/108137 |
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1807-7692 |
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000765541 |
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1807-7692 000765541 |
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http://hdl.handle.net/10183/108137 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.ispartof.pt_BR.fl_str_mv |
BAR. Brazilian Administration Review. Curitiba, PR. Vol. 7, n. 3 (July/Sept. 2010), p. 310-324 |
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info:eu-repo/semantics/openAccess |
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openAccess |
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application/pdf |
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