Corporate social responsibility in the multinational enterprise: strategic and institutional approaches

By Bryan W. Husted, D. Allen. 2006

858 citations recorded by the source corpus.

Subfields: Education, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b71aa877e6c1754fba08fbbff53195f00b9d6d01

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Citations in the corpus

Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, background): “…from passive compliance with societal expectations to more proactive engagement with social issues, particularly among global market-oriented MNCs who are under close monitoring and scrutiny in relation to various aspects of value creation (both monetary and social) (Husted and Allen, 2006, 2009).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…examined corporate social responsibility strategies and practices from the perspective of domestic Latin American firms (Muller & Kolk, 2009; Raufflet & Gurgel do Amaral, 2007; Sanchez, 2000) and U.S.-based MNEs operating in Latin America (Husted & Allen, 2006; TorresBaumgarten & Yucetepe, 2009).”
Institutional legitimacy and norms-based CSR marketing practices: Insights from MNCs operating in a developing economy (2015, background): “At the same time, MNCs face a fundamental international challenge – to what extent standardize and customize international marketing activities in foreign markets (Ghauri et al., 2012; Husted and Allen, 2006).”
A Cognitive Perspective on the Business Case for Corporate Sustainability (2015, neutral): “When discussing why firms engage in corporate sustainability activities, many authors take organizational or industry level approaches, often drawing on institutional theory (e.g. Campbell, 2006; Doh and Guay, 2006; Husted and Allen, 2006; Yang and Rivers, 2009; Jackson and Apostolakou, 2010; Bramme”
Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies (2012, background): “Only recently have scholars begun to investigate MNEs' social strategies in light of their legitimacy in local business environments (Gifford and Kestler, 2008; Husted and Allen, 2006; Yang and Rivers, 2009).”
Creating competitive advantage by institutionalizing corporate social innovation (2015, background): “Global companies must balance global corporate purpose, reputation, and strategy with local realities (Husted & Allen, 2006).”
International business research and risky investments, an analysis of FDI in conflict zones (2013, methodology): “…and Ghazali (2007) demonstrate that ownership concentration is associated with less attention to CSR at the firm level, consistent the burgeoning literature on CSR within international business, see for example Luo (2006), Rodriguez et al (2006), Husted and Allen (2006) and Strike et al (2006).”
MNC strategy and social adaptation in emerging markets (2014, positive): “Social adaptation integrates and extends ideas from the stakeholder theory and CSR literatures (e.g., Freeman, 1984; Husted & Allen, 2006; Porter & Kramer, 2006).”
International joint venture partner selection: The role of the host-country legal environment (2009, background): “…attention directed towards institutional theory in the international business arena (e.g., Björkman, Fey, & Park 2007; Hillman & Wan, 2005; Husted & Allen, 2006; Meyer & Peng, 2005) by assessing the impact of macro-level national institutions (i.e., host-country legal institutions) on…”
Sustainable Certification for Future Generations (2014, neutral): “…questions in an international setting, as scholars have identified international institutional differences regarding the implementation of environmental practices (Husted, 2005; Husted & Allen, 2006; Darnall, Henriques, & Sadorsky, 2008; Delmas & Montiel, 2008; Delmas & Montes-Sancho, 2011).”