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Glocalization in Corporate Social Responsibility Strategies of a Business-to-Business Multinational : = Case Study.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Glocalization in Corporate Social Responsibility Strategies of a Business-to-Business Multinational :/
其他題名:	Case Study.
作者:	Madubanya, Khutso.
面頁冊數:	1 online resource (174 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-04, Section: A.
Contained By:	Dissertations Abstracts International85-04A.
標題:	Sustainability. -
電子資源:	click for full text (PQDT)
ISBN:	9798380612487

Glocalization in Corporate Social Responsibility Strategies of a Business-to-Business Multinational : = Case Study.
Madubanya, Khutso.

Glocalization in Corporate Social Responsibility Strategies of a Business-to-Business Multinational :Case Study. - 1 online resource (174 pages)

Source: Dissertations Abstracts International, Volume: 85-04, Section: A.

Thesis (Ph.D.)--Capella University, 2023.

Includes bibliographical references

In the era of global challenges and expectations for corporations to lead solutions, organizational leaders must balance both global and local perspectives. Such balancing is referred to as glocalization. Corporate Social Responsibility (CSR) is difficult with multinationals (MNCs) due to differences in expectations and interpretation of what constitutes CSR, which often results in stakeholder conflicts. Most of the existing research on CSR in MNCs and subsidiaries has focused on business-to-consumer companies resulting in scant understanding of CSR in the business-to-business (B2B) industry. The purpose of this exploratory case study was to investigate how glocalization occurs by tracing the process that a chosen B2B MNC and its global subsidiaries followed when creating their global and local CSR strategies. Three research questions (RQs) guided the study: (1) How are CSR strategies and programs at headquarters created? (2) How are CSR strategies adapted by subsidiaries from headquarters to align with local contexts? and (3) What sensemaking factors contribute to the nature of the CSR decisions taken both at headquarters and subsidiary levels? A conceptual framework undergirded the first two RQs. Basu and Palazzo's (2008) sensemaking theory was applied to the third RQ to illuminate the findings related to the first two RQs. Semi-structured interviews were the primary source of data collection. Following data collection, inductive thematic analysis was conducted using NVivo 14 software. Findings revealed that the company balanced its global and local CSR needs through a decentralized matrix organizational structure. The decentralized structure allowed headquarters to set wide sustainability parameters through its global CSR strategy. Subsidiaries derived their local CSR strategies by using their relative autonomy to define local goals that aligned with and fell within the targets outlined in the global strategy. The data concluded that CSR glocalization can be a harmonious process where the local is accommodated within the global. Applying sensemaking theory to the study successfully helped identify the CSR character of Company X but could convincingly offer little beyond that. The study's findings might assist CSR managers at headquarters and within subsidiaries to reach a healthy balance of global strategic consistency and local differentiation. The findings may also broaden the scope of literature in CSR strategy-making and CSR glocalization. More studies exploring sensemaking theory through qualitative, quantitative, and mixed methods might engender the development of CSR typologies, which could increase the theory's breadth and depth along with its empirical usefulness.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798380612487Subjects--Topical Terms:

793436
Sustainability.
Subjects--Index Terms:

B2BIndex Terms--Genre/Form:

554714
Electronic books.

Glocalization in Corporate Social Responsibility Strategies of a Business-to-Business Multinational : = Case Study.
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