Power,CSR strategy,and performance in foreign-owned subsidiaries |
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Authors: | Sven Dahms |
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Affiliation: | Asian Institute of Management, 123 Paseo de Roxas, Makati, 1229 Metro Manila, Philippines |
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Abstract: | 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. |
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Keywords: | corporate social responsibility foreign-owned subsidiaries fsQCA SEM-PLS subsidiary influence subsidiary performance Taiwan filiales à capitaux étrangers responsabilité sociale des entreprises influence des filiales performance des filiales fsQCA SEM-PLS Taiwan |
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