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Building a global corporate social responsibility program via mergers and acquisitions: A managerial framework |
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| Affiliation: | 1. Boston University, 1010 Commonwealth Avenue, Boston, MA 02215, U.S.A.;2. University of Sannio, Via delle Puglie, 82, 82100 Benevento, Italy;3. Stockholm University, Stockholm Business School, 106 91 Stockholm, Sweden;1. Gustavson School of Business, University of Victoria, PO Box 1700 STN CSC, Victoria, BC V8W 2Y2, Canada;2. Falmouth Business School, Falmouth University, Penryn, Cornwall TR10 9FE, UK;1. College of Business Administration, University of Colorado, Colorado Springs, Colorado Springs, CO 80918, U.S.A.;2. School of Business Administration, Stetson University, Deland, FL 32723, U.S.A.;3. College of Business, Southern Illinois University, Carbondale, IL 62901, U.S.A.;1. The University of Texas at Austin, CBA 7.242, Austin, TX 78712, U.S.A.;2. Babson College, Malloy 211, Babson Park, MA 02457, U.S.A.;3. Robert O. Anderson School of Management, University of New Mexico, Albuquerque, NM 87131-0001, U.S.A. |
| Abstract: | While previous studies and management conventions often adopted a finance-centric view of cross-border mergers and acquisitions (CBM&A or CBA), we demonstrate that CBA can be an effective platform upon which to build a global corporate social responsibility (CSR) program and that CSR initiatives can be customized for different locales. These CSR-CBA interconnections and customizations respond to a range of stakeholder interests associated with both national and societal institutional factors. We develop a managerial framework for the CSR-CBA setting and illustrate the framework with an exemplar of international expansion through acquisitions combined with the international development and implementation of CSR. |
| Keywords: | Cross-border acquisitions Mergers and acquisitions Corporate social responsibility Arabian Gulf Institutional theory Stakeholders |
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