A Study of the Transfer of Corporate Social Responsibility from Well-Established Foreign Multinational Enterprises to Chinese Subsidiaries
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
International Corporate Responsibility Series 3:343-363 (2007)
The study is designed to examine the perceptions of Chinese executives of corporate social responsibility (CSR) and to explore possible strategies by which well-established foreign multinational enterprises can carry out their CSR in China. The interviewees’ interpretation of CSR is found to be oriented toward internal operations of the Chinese subsidiaries and economic responsibility. Many interviewees have the classical view of CSR, while headquarters has the modern view. The main problems of implementing CSR are: specific Chinese business culture, intellectual property rights, internal due process, and insufficient Chinese government support. It is recommended that socialization of Chinese executives about CSR be accomplished through personnel transfer among various functional areas in the corporate system, the development of a just organizational culture in the Chinese subsidiaries, and collaboration with external partnersthat advocate CSR
|Keywords||No keywords specified (fix it)|
No categories specified
(categorize this paper)
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
No citations found.
Similar books and articles
Geoffrey See (2009). Harmonious Society and Chinese Csr: Is There Really a Link? Journal of Business Ethics 89 (1):1 - 22.
Shangkun Xu & Rudai Yang (2010). Indigenous Characteristics of Chinese Corporate Social Responsibility Conceptual Paradigm. Journal of Business Ethics 93 (2):321 - 333.
Junwei Shi, Haiyan Fu & Lijun Hu (2007). Social Responsibility, Social Capital, and Corporate Competitive Advantage in Transitional China. International Corporate Responsibility Series 3:377-394.
Ying Hua & Xiaodi Yang (unknown). Case Study of Lafarge China and Shui on Cement: Emission-Related CSR in the Chinese Cement Industry. :129-143.
Lei Wang & Heikki Juslin (2012). Values and Corporate Social Responsibility Perceptions of Chinese University Students. Journal of Academic Ethics 10 (1):57-82.
Ying Hua & Xiaodi Yang (2007). Case Study of Lafarge China and Shui On Cement. International Corporate Responsibility Series 3:129-143.
Lei Wang & Heikki Juslin (2009). The Impact of Chinese Culture on Corporate Social Responsibility: The Harmony Approach. [REVIEW] Journal of Business Ethics 88 (3):433 - 451.
Xiaohua Yang & Cheryl Rivers (2009). Antecedents of CSR Practices in MNCs' Subsidiaries: A Stakeholder and Institutional Perspective. [REVIEW] Journal of Business Ethics 86 (2):155 - 169.
Maria Lai-Ling Lam (2009). Beyond Credibility of Doing Business in China: Strategies for Improving Corporate Citizenship of Foreign Multinational Enterprises in China. [REVIEW] Journal of Business Ethics 87 (1):137 - 146.
Added to index2009-01-28
Total downloads6 ( #196,682 of 1,096,602 )
Recent downloads (6 months)3 ( #102,815 of 1,096,602 )
How can I increase my downloads?