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Multinational enterprises' subsidiary initiative-taking: a model for implementing corporate social responsibility

Hinson, Robert Ebo, Adeola, Ogechi, Amankwah-Amoah, Joseph, Adomako, Samuel (2021) Multinational enterprises' subsidiary initiative-taking: a model for implementing corporate social responsibility. International Journal of Multinational Corporation Strategy, 3 (2). pp. 153-170. ISSN 2059-1047. E-ISSN 2059-1055. (doi:10.1504/IJMCS.2020.114681) (Access to this publication is currently restricted. You may be able to access a copy if URLs are provided) (KAR id:81973)

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This paper examines the relationship between subsidiary initiative-taking and corporate social responsibility (CSR). We conducted a qualitative study of the CSR practices of Unilever PLC and Unilever Ghana to document the key features of this relationship. Our findings show that subsidiary mandates and initiative-taking occur in three phases: 1) identifying key and prominent stakeholder issues, 2) implementing subsidiary initiatives, and 3) taking steps to bridge the feedback loop. This research shows that Unilever maintains a pragmatic perspective, with a preference for practical rather than theoretical interactions with stakeholders who form the basis of CSR strategy development and implementation. These findings suggest important implications of how multinational enterprise subsidiaries position themselves in the context of developing countries and sustainable development in at the firm level.

Item Type: Article
DOI/Identification number: 10.1504/IJMCS.2020.114681
Uncontrolled keywords: Africa; Multinational Enterprise; sustainability; Corporate Social Responsibility; CSR
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Joseph Amankwah-Amoah
Date Deposited: 03 Jul 2020 10:05 UTC
Last Modified: 08 Oct 2021 15:55 UTC
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