The influence of transverse CSR structure on headquarters/subsidiary integration

Detalhes bibliográficos
Autor(a) principal: Cruz, Luciano Barin
Data de Publicação: 2010
Outros Autores: Pedrozo, Eugenio Avila, Estivalete, Vânia de Fátima Barros, Hoff, Débora Nayar
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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spelling 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
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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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