Open AccessGlobal and Local CSR Strategies in Foreign-Owned Subsidiaries: The Role of Networks and Competencies
Author(s) -
Sven Dahms
Publication year - 2020
Publication title -
multidisciplinary business review
Language(s) - English
Resource type - Journals
eISSN - 0718-400X
pISSN - 0718-3992
DOI - 10.35692/07183992.13.2.3
Subject(s) - subsidiary , corporate social responsibility , business , qualitative comparative analysis , novelty , originality , multinational corporation , knowledge management , value (mathematics) , global strategy , business administration , industrial organization , process management , qualitative research , marketing , computer science , public relations , sociology , political science , psychology , social psychology , social science , finance , machine learning
The purpose of this research is to investigate the role of networks and competency dimensions in determining the corporate social responsibility (CSR) strategy of foreign-owned subsidiaries. Survey data has been collected from subsidiary managing directors and analysed using structured equation modelling and fuzzy set qualitative comparative analysis techniques. We show that networks and competencies can have competing as well as complementary effects on the global and local CSR strategies. For instance, inter-organisational network strength and competencies in high primary value chain activities seem to drive global as well as local CSR activities. However, the case is more complex for intra-organisational network relationships and subsidiaries with competencies in supporting value chain activities. The originality of this paper lies in the detailed investigation of how network relationships and competencies affect global and local CSR strategy development. We also provide novelty in applying a combination of symmetric (SEM-PLS) and non-symmetric (fsQCA) analytical techniques.