Corporate Social Strategy in Multinational Enterprises: Antecedents and Value Creation

By Bryan W. Husted, D. Allen. 2007

165 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5b1171296a912e517c35ebcfe038adcebb8c7170

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Institutional Drivers for Corporate Social Responsibility in an Emerging Economy: A Mixed-Method Study of Chinese Business Executives (2017, methodology): “Firm size was measured by the log number of employees of each firm (Husted & Allen, 2007).”
Exploring environmental, social, and governance disclosure effects on the S&P 500 financial performance (2019, background): “Husted and Allen (2007) state that as firms increase in size, they have more assets at risk and, therefore, a greater need of predesigned strategies.”
Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies (2012, background): “…enterprises (MNEs) in the world's emerging economies (Aulakh and Kotabe, 2008; Doh, 2005), the role that social factors play in MNEs' global operations is increasingly receiving attention both in international management research and public debate (Husted and Allen, 2007; Yang and Rivers, 2009).”
Corporate social responsibility practices in India: approach, drivers, and barriers (2011, background): “In recent years, the CSR debate has transitioned from a state of passive compliance with society's legal and moral rules to a more proactive engagement with social issues ( Husted and Allen, 2007”
Sustaining Sustainability in Organizations (2012, background): “Second, another main topic of this issue is identifying antecedents of sustainability adoption (Husted and Allen 2007).”
Institutional Structure and Firm Social Performance in Transitional Economies: Evidence of Multinational Corporations in China (2009, background): “However, in emerging markets, where poor government regulations and insufficient media scrutiny have left MNC operations relatively unchecked, the topic is under-examined (Cordeiro, 2003; Husted and Allen, 2007; Jamali and Mirshak, 2007).”
Transformational leadership, corporate social responsibility, organizational innovation, and organizational performance: Symmetrical and asymmetrical analytical approaches (2018, background): “CSR practices steer the wheel of innovation (Husted and Allen, 2007; Maxfield, 2008; McWilliams et al., 2006; Moon and Choi, 2014).”
The Long-Term Sustenance of Sustainability Practices in MNCs: A Dynamic Capabilities Perspective of the Role of R&D and Internationalization (2012, unknown): “…(e.g., from R&D) as well as market-orientation capabilities (e.g., from internationalization) in order to maximize the congruence of an organization with the demands of its various stakeholders over time (Hart 1997; Husted and Allen 2007; Luo 2000; Padgett and Galan 2010; Sapienza et al. 2006).”