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Abstract
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Abstract
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Karim Saïd, Zeljko Sevic and Ian Llewelyn Phillips
This paper aims to examine the tensions between global and local corporate social responsibility (CSR) initiatives developed by multinationals managing subsidiaries in different…
Abstract
Purpose
This paper aims to examine the tensions between global and local corporate social responsibility (CSR) initiatives developed by multinationals managing subsidiaries in different emergent countries. Multinationals carry out a wide array of political activities (Boddewyn and Brewer, 1994; Hillman and Hitt, 1999; Rehbein and Schuler, 1995) supporting their economic objectives, even though the political landscape and the institutional environment may vary significantly in the different countries in which they are located (Luo, 2006). This can raise issues related to the management of cross-border political imperatives as well as the coordination of political activities among multinational companies and their subsidiaries.
Design/methodology/approach
Based on a documentary research, this paper analyses the key challenges facing the non-market and CSR strategies of GlaxoSmithKline (GSK) a world leading, research-based pharmaceutical and health-care company.
Findings
The paper further looks at the way in which GSK deploys its global non-market strategies and manages their alignment with local CSR initiatives in emerging markets, particularly in China.
Research limitations/implications
Further research is required to address the question of international CSR mediation and moderation of this imbalance between pressures for global consistency and local responsiveness. More specifically, in-depth case studies designed to target local managers, as well as their counterparts from the MNE headquarters, should allow us to more effectively analyse and capture the perceived biases with regard to the way the CSR agenda is set at the central level, in light of its global strategy and to the needs and demands of their local host countries’ stakeholders.
Originality/value
This exploratory research based on secondary data allows an interesting base for analysis of the synergies between CSR, non-market strategies and international strategic management which provide a promising base for continuing research.
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Today, there is literally a massive rush of traffic rushing onto the Information Superhighway. Millions are logging onto the Internet for the first time, fueling the massive…
Abstract
Today, there is literally a massive rush of traffic rushing onto the Information Superhighway. Millions are logging onto the Internet for the first time, fueling the massive growth of the number of Internet users and sites on the World Wide Web.
It's not enough to measure the dollars and man‐hours an IT project consumes. You must also measure whether it is delivering the business benefits you're looking for.
Vincent C. Liu and Brian H. Kleiner
Looks at the success of total quality management (TQM) and the principles of completeness. Considers the quality requirements and the performance standards as essential factors…
Abstract
Looks at the success of total quality management (TQM) and the principles of completeness. Considers the quality requirements and the performance standards as essential factors within a total quality plan and states that the adaptation of the theory to the particular industry is key to success. Looks at TQM in the medical and legal profession and suggests that the practice of implementation can be helped or hindered by outside influences such as the state of the business and the culture it possesses.