Premium
Power, CSR strategy, and performance in foreign‐owned subsidiaries
Author(s) -
Dahms Sven
Publication year - 2020
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1539
Subject(s) - subsidiary , resource dependence theory , corporate social responsibility , business , industrial organization , power (physics) , resource (disambiguation) , focus (optics) , dependency (uml) , institutional theory , base (topology) , business administration , economic geography , multinational corporation , economic system , public relations , management , political science , economics , engineering , computer science , mathematics , computer network , mathematical analysis , physics , finance , quantum mechanics , optics , systems engineering
We investigate how a subsidiary's power base influences its strategic corporate social responsibility (CSR) focus on international and local issues, and performance. We develop a theoretical framework and test symmetric hypotheses as well as non‐symmetric research queries based on insights from resource dependency theory and institutional theory. We use survey data collected from foreign‐owned subsidiaries located in the mid‐range emerging economy of Taiwan. We find that a large power base positively influences an international CSR strategic focus in subsidiaries. Furthermore, our symmetric results indicated that only international CSR strategies are conducive to performance. However, our complementing non‐symmetric results show that the distinct power‐base dimensions in combination with a local CSR strategic focus can also lead to high performance outcomes.