Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies
By Felix Reimann, Matthias Ehrgott, Lutz Kaufmann, Craig R. Carter. 2012
232 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/7b1535b41490cda17b07e249e89384009b05f891
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In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “Consequentially, Reimann et al. (2012) show that—apart from the necessity of top-level engagement—corporate social efforts are often driven by MNCs’ local mid-level employees.”
- Institutional legitimacy and norms-based CSR marketing practices: Insights from MNCs operating in a developing economy (2015, background): “The MNCs’ marketing practices complying with the normative components will create social connectedness, embeddedness, and legitimacy for themselves in the host market (Gifford et al., 2010; Reimann et al., 2012).”
- Environmental, Social, Governance Activities and Firm Performance: Evidence from China (2021, background): “), and all of these affect firm performance in the short term [67].”
- Multinational Enterprise Subsidiaries and their CSR: A Conceptual Framework of the Management of CSR in Smaller Emerging Economies (2014, methodology): “They often face greater pressure due to the lack of familiarity and institutional voids as they respond to the increasing demands from local constituents in the various host countries to adopt CSR practices (Reimann et al. 2012).”