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) (KAR id:81973)
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Official URL: http://dx.doi.org/10.1504/IJMCS.2020.114681 |
Abstract
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 |
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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: | 05 Nov 2024 12:47 UTC |
Resource URI: | https://kar.kent.ac.uk/id/eprint/81973 (The current URI for this page, for reference purposes) |
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