The influence of transverse CSR structure on headquarters/subsidiary integration

Luciano Barin Cruz, Eugenio Avila Pedrozo, Vania de Fátima Barros Estivalete, Debora Nayar Hoff
2010 BAR: Brazilian Administration Review  
Some studies have already highlighted the effects of the introduction of Corporate Social Responsibility [CSR] projects into Multinational Corporations' [MNC] strategies. However, little attention has been paid to the influence of transverse CSR structure on headquarters/subsidiary integration. In this article, we begin with the following question: What is the influence of the introduction of a centralized/decentralized structure on conducting a CSR strategy in a MNC? Our main objective is to
more » ... entify conditions through which the structure of the CSR department influences the CSR strategy of the MNC. We define transverse CSR structure as: (1) the existence of a CSR directory at the headquarters level and a CSR representative at the subsidiary level, and (2) the existence of representatives from different areas who participate in meetings or committees to make decisions about CSR strategy. We argue that a transverse CSR structure favors consideration of global and local CSR demands by headquarters and subsidiaries. This process takes place through the mediation of three main elements: information exchange, awareness activities and definition of objectives.
doi:10.1590/s1807-76922010000300007 fatcat:uj2ds3yjfbdc5bdfvwybloxmfe