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2010
- handle: 10670/1.wjjhed
- 1807-7692
Ce document est lié à :
http://www.redalyc.org/revista.oa
BAR - Brazilian Administration Review
Mots-clés
Administración y Contabilidad transverse CSR structure multinational corporations corporate social responsibilitySujets proches
Military strategy Influence and resultsCiter ce document
Luciano Barin Cruz et al., « The Influence of Transverse CSR Structure on Headquarters/Subsidiary Integration », BAR - Brazilian Administration Review, ID : 10670/1.wjjhed
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Résumé
"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."