在华跨国公司社会责任实践现状与趋势

改革开放30年来,在华跨国公司致力于推动中国可持续发展,在经济、员工、环境和社会责任等方面成绩显著,并通过管理体系建构、能力培训、发布报告和开展责任活动等多种形式的具体实践推动了中国企业社会责任发展,但仍存在着双重标准和本土化程度不高等不足,克服这些不足成为在华跨国公司社会责任实践的发展趋势。     

跨国公司在华履行社会责任的双重效应及成因分析

跨国公司在东道国应该积极承担企业社会责任。但研究表明,跨国公司在华履行企业社会责任存在着双重效应。存在这种现象的原因主要是企业内部的成本压力和内控困难,以及外部的法律制度漏洞、监管体系不完善和政府及消费者过度放纵等。因此,必须通过完善法律法规,加大监督、检查和执法力度等措施加以有效应对。     

国际供应链中企业社会责任传导机制及发展路径探讨

企业社会责任理念最早是通过国际供应链从发达国家向发展中国家传导的,而跨国公司则运用内部或外部生产守则来约束和要求供应链上的供应商和合作伙伴践行企业社会责任.本文认为,尽管一些出口商日益感受到验厂及社会责任标准认证所带来的成本压力,并且企业社会责任在推行过程中的确存在着各种负面影响,但不应因此认为企业社会责任是一种贸易壁垒.随着全球化发展趋势的愈演愈烈,未来企业应根据自身所处的发展阶段,认真履行法律责任,积极采用能力建设、培训项目等手段更好地推行企业社会责任.     

建立我国企业社会责任会计信息披露体系的思考

企业社会责任信息的披露在西方日趋成熟,许多跨国公司在发布年度财务报告的同时发布社会责任报告。而我国企业的社会责任会计信息披露正处于兴起阶段,仍存在许多问题。本文认为,应从加强政府引导与完善法制并举、规范社会责任信息披露内容、以灵活多样的形式披露企业社会责任履行情况等几方面来建立我国的社会责任会计信息披露体系。     

浅析跨国公司在我国承担社会责任的问题与对策

跨国公司在我国承担的社会责任主要包括环境保护、节约资源、人力资源开发和企业道德建设、人权责任等四个方面。虽然,跨国公司在推动我国经济发展方面起了很大作用,但同时也给我国带来了很多诸如环境、人权、劳工方面的问题。本文在分析跨国公司在中国有关社会责任问题产生原因的基础上,提出了促进跨国公司在中国承担更多社会责任的对策。     

企业社会责任、关系资本与竞争优势——基于丰田"召回门"事件的分析与思考

企业社会责任要求企业不仅"做好事",更要求其不能"做坏事".当前形势下,跨国公司在华经营必须更好地履行其社会责任.这背后的逻辑是其将企业社会责任看作在华战略的一部分,运用企业社会责任来增加与各利益相关者的关系资本,从而获取竞争优势.本文提出了在华跨国公司基于企业社会责任构建竞争优势的基本框架,并以丰田"召回门"事件为案例进行了分析.     

跨国公司的社会责任:理论基础及其对我国的影响分析

欧美国家的消费者出于道德价值的动机,对跨国公司把劳动密集、污染环境以及危害健康的生产线转移到落后的发展中国家的现象日益重视。因此,在西方引发了跨国公司的社会责任运动。虽然跨国公司社会责任运动有助于中国企业开展对外贸易、吸引外资和保护员工的合法权益,但是也要防范跨国公司社会责任所产生的负面影响,为使跨国公司的社会责任“为我所用”必须要提高企业竞争优势,趋利避害。     

企业社会责任的发展动态研究

随着经济全球化发展和跨国公司的对外扩张,企业社会责任运动在欧美发达国家兴起并逐步成为全球潮流.近年来我国企业社会责任也有了快速的发展.本文首先对企业社会责任的内涵进行了分析,继而阐述了国外企业社会责任的发展,最后研究了我国近年来企业社会责任发展的现状.     

浅谈跨国公司社会责任问题

本文介绍了跨国公司社会责任的相关概念,论述了企业社会责任的国际发展状况,为中国企业承担社会责任提供依据。在分析在华跨国公司社会责任现状的基础上指出:对跨国公司社会责任的监管,我国刚开始起步,要在我我国国情的基础上结合理论实际,才能督促跨国企业社会责任的执行情况更上一层。     

跨国公司社会责任的东道国法律规制问题研究

经济全球化，企业对环境、劳工、产品质量等社会责任已经超越国界。不同国家法律规制的差异，为投资者寻求企业社会责任法律和政策的比较优势，实现更大的经济利益提供了可能。然而跨国公司母国和东道国法律规范和政策的差异，极易导致跨国公司在追逐企业营利性的同时，对东道国环境、社会责任的忽略甚至侵害。     

The Role of Religiosity in Business and Consumer Ethics: A Review of the Literature

This study investigates antecedents of corporate social responsibility (CSR) in multinational corporations’ (MNCs’) subsidiaries. Using stakeholder theory and institutional theory that identify internal and external pressures for legitimacy in MNCs’ subsidiaries, we integrate international business and CSR literatures to create a model depicting CSR practices in MNCs’ subsidiaries. We propose that MNCs’ subsidiaries will be likely to adapt to local practices to legitimize themselves if they operate in host countries with different institutional environments and demanding stakeholders. We also predict that MNCs’ subsidiaries will be likely to adapt to local practices to avoid spillover effects if their parent companies suffer major legitimacy problems at home or abroad. However, we speculate that MNCs’ subsidiaries will be less likely to adapt to local practices if they are strongly annexed to their parent companies and the benefit to gain internal legitimacy outweighs external legitimacy. This article contributes to the discourse on CSR across borders by exploring the antecedents of CSR practices in MNCs’ subsidiaries at social and organizational levels, and integrating institutional and stakeholder views. We provide a number of propositions for future studies and explore implications for practitioners.     

Innovating across boundaries: A portfolio perspective on innovation partnerships of multinational corporations

This paper examines how and under what conditions alliance portfolio diversity influences a firm's innovative performance, with special attention being given to potential performance differences between multinational corporations (MNCs) and domestic firms. Analyses of data from 1045 German firms, among which 598 MNCs, revealed an inverted U-shaped relationship between alliance portfolio diversity and MNCs’ innovative performance. Findings also indicate MNCs to be better positioned than their domestic counterparts with regards to translating alliance portfolio diversity into superior innovative performance. Importantly though, this only holds for MNCs equipped with strong internal R&D capabilities and, to some extent, high human capital.     

Motives of multis in Germany

This article which — like the subsequent one — is essentially based on a recently concluded expertise¹, is concerned with the different motivational structures of German and foreign multinational corporations (MNCs). Whereas German direct investments abroad reveal an offensive character, the policy of foreign MNCs in the Federal Republic of Germany is much more defensive. There are also significant differences between German and foreign MNCs as regards the internal division of labour.     

Alignment of strategy and structure in international firms: An empirical examination

It is increasingly recognized that many multinationals face dual global and local pressures. Foreign subsidiaries are thus expected to exhibit different needs in terms of their internal integration or responsiveness to local needs. This study examines the internal alignment of strategy and structure in multinationals when such dual pressures are recognized. The findings show a lower than expected level of internal strategy–structure alignment. A number of post hoc interviews suggest that contrary to the discussion of differences across foreign subsidiaries’ external environments, dual global and local pressures are frequently experienced within the same foreign subsidiary. The balancing act of aligning strategy and structure in MNCs is thus more complex than existing theoretical frameworks predict. Multinationals may choose to prioritize selective structural characteristics to achieve sufficient levels of both integration and responsiveness.     

Managing Corporate Networks from America to China

Multinational corporations (MNCs) are making a major contribution to China's economic development. This analysis examines how eight prominent American MNCs are handling the process of linking the management of their China joint ventures into their global structures. It looks at how the MNCs are addressing the tensions that arise between maintaining control in terms of their worldwide standards while attempting simultaneously to adapt to the complex and dynamic environment of China. The reconciliation of these requirements depends on a relatively few focal actors, who are located at critical interfaces within the MNCs' internal networks between the China joint ventures and the corporate level.     

Emerging Asian MNCs

Developed countries traditionally account for the lion's share of outward foreign direct investment (FDI) and multinational corporations (MNCs). More recently, however, developing countries are emerging as a significant source of outward FDI and globally influential MNCs. The central objective here is to analyze and compare the main issues facing emerging Asian MNCs today with the main issues which faced developed-country MNCs 30 years ago. Our basic hypothesis is that the two groups of MNCs significantly differ due to both exogenous and endogenous factors. Particularly important are differences in motivation and behaviour, ownership patterns, ownership-specific advantages and the institutional infrastructures of their home countries.     

Manufacturing Strategies for Southeast Asia after the Crisis: European, US and Japanese Firms

This article describes short-term reactions to the Asian crisis by European, US and Japanese MNCs and examines their long-term regional production strategies for Southeast Asia. In the process, it highlights similarities in the firms' responses but also distinguishes differences in the long-term regional reorganization of production activities of Western and Japanese firms. The article argues that there is currently a window of opportunity for Western MNCs to expand their Southeast Asian operations. Japanese firms face several obstacles to the implementation of a comprehensive regional production strategy as a result of their highly centralized way of managing international operations and their comparatively early production engagement in Southeast Asia whichequips most US and European MNCs with a latecomer advantage.     

The configuration of employee retention practices in multinational corporations’ foreign subsidiaries

This paper contributes to turnover research by deriving a typology of retention practices and investigating their applicability in multinational corporations’ (MNCs) foreign subsidiaries in the light of home- and host-country effects. Linking institutional and strategic HRM perspectives, the paper then proposes a conceptual framework examining how MNCs can maximize their retention capacity. Specifically, MNCs need to align their transferable home-country retention practices with overall strategy and complement them with flexible context-specific practices to allow for adaptability across different subsidiaries. It is further argued that characteristics of the headquarters–subsidiary relationship will influence the relative importance of context-generalizable versus context-specific retention practices and that the relevant set of practices for each subsidiary then needs to be configured individually.     

Corporate Social Responsibility and Business Value of Multinational Companies: Lessons from a Sub-Saharan African Environment

ABSTRACT

The issue of corporate social responsibility (CSR) as an approach for businesses to independently take actions that lead to better levels of societal development as well as higher value creation for the business, particularly in developing countries has gained much advocacy. Thus, the purpose of this study is to examine the relationship between CSR and business value of multinational companies (MNCs) in sub-Saharan Africa. The study adopted quantitative research methodology and using multiple regression analysis, findings show that CSR can positively and significantly predict business values in the multinational subsidiaries. These values include direct (economic value) and indirect (human capital value and reputational business value). This paper therefore contributes to a novel CSR index from the perspective of business value and sustainability of MNCs in the Sub-Saharan Africa (SSA) environment. Thus, the paper recommends MNCs operating in Africa to enhance their social investment through their CSR strategy with the aim that CSR must not be regarded as a cost center, but an investment instrument that can accrue various dividends.     

Corporate name change: Investigating South African multinational corporations' postacquisition performance

It has long been argued a multinational corporation (MNC) needs to be able to leverage the firm‐specific advantages to overcome the liability of foreignness in the host markets so the MNC can enjoy the benefit of internationalization while competing with the indigenous firms in the host market. However, emerging‐market MNCs, which have the nontraditional ownership advantages, such as flexibility and cost‐advantage, may require different international strategies to realize the anticipated profit in their cross‐border acquisitions. This article takes an organizational identity approach to study how the foreign identity of South African MNCs constitutes the source of liability and negatively impacts their postacquisition performance. We find South African MNCs that adopted a corporate name change for their acquired subsidiaries experienced worse postacquisition return on asset than the South African MNCs who did not do so. On the other hand, facing a large economic distance, South African MNCs that facilitate the acquired subsidiary corporate name change enjoy better postacquisition performance.