The influence of transverse CSR structure on headquarters/subsidiary integration

• 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
• topic: Responsabilidade social corporativa; Empresas multinacionais; Estratégia empresarial; 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.