Abstract
Employing Porter and Kramer’s corporate social responsibility (CSR) framework (Harv Bus Rev 84:78–92, 2006), we explored the strategic CSR programs of two Korean and two Japanese electronics multinational enterprises (MNEs) in Indonesia. We observed that the sample MNEs engage in strategic CSR either through investment in competitive context or the transformation of value chain activities. In addition, these firms strongly favor strategic CSR over responsive CSR, not just because of the economic benefits offered by the former, but also its advantages in managing the programs and communicating with stakeholders. Furthermore, they have developed varied organizational methods and tend to manage their key CSR programs centrally to effectively link them to the competitive strategy. Lastly, the results of our analysis suggest that Korean MNEs have customized their strategic CSR programs for emerging countries more actively than Japanese MNEs. In sum, our analysis elucidates several important features of strategic CSR employed by the MNEs in emerging countries.
| Original language | English |
|---|---|
| Pages (from-to) | 747-761 |
| Number of pages | 15 |
| Journal | Journal of Business Ethics |
| Volume | 129 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 2015 Jul 19 |
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All Science Journal Classification (ASJC) codes
- Business and International Management
- Business, Management and Accounting(all)
- Arts and Humanities (miscellaneous)
- Economics and Econometrics
- Law
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Corporate Social Responsibility in International Business : Illustrations from Korean and Japanese Electronics MNEs in Indonesia. / Park, Young Ryeol; Song, Sangcheol; Choe, Soonkyoo; Baik, Youjin.
In: Journal of Business Ethics, Vol. 129, No. 3, 19.07.2015, p. 747-761.Research output: Contribution to journal › Article
TY - JOUR
T1 - Corporate Social Responsibility in International Business
T2 - Illustrations from Korean and Japanese Electronics MNEs in Indonesia
AU - Park, Young Ryeol
AU - Song, Sangcheol
AU - Choe, Soonkyoo
AU - Baik, Youjin
PY - 2015/7/19
Y1 - 2015/7/19
N2 - Employing Porter and Kramer’s corporate social responsibility (CSR) framework (Harv Bus Rev 84:78–92, 2006), we explored the strategic CSR programs of two Korean and two Japanese electronics multinational enterprises (MNEs) in Indonesia. We observed that the sample MNEs engage in strategic CSR either through investment in competitive context or the transformation of value chain activities. In addition, these firms strongly favor strategic CSR over responsive CSR, not just because of the economic benefits offered by the former, but also its advantages in managing the programs and communicating with stakeholders. Furthermore, they have developed varied organizational methods and tend to manage their key CSR programs centrally to effectively link them to the competitive strategy. Lastly, the results of our analysis suggest that Korean MNEs have customized their strategic CSR programs for emerging countries more actively than Japanese MNEs. In sum, our analysis elucidates several important features of strategic CSR employed by the MNEs in emerging countries.
AB - Employing Porter and Kramer’s corporate social responsibility (CSR) framework (Harv Bus Rev 84:78–92, 2006), we explored the strategic CSR programs of two Korean and two Japanese electronics multinational enterprises (MNEs) in Indonesia. We observed that the sample MNEs engage in strategic CSR either through investment in competitive context or the transformation of value chain activities. In addition, these firms strongly favor strategic CSR over responsive CSR, not just because of the economic benefits offered by the former, but also its advantages in managing the programs and communicating with stakeholders. Furthermore, they have developed varied organizational methods and tend to manage their key CSR programs centrally to effectively link them to the competitive strategy. Lastly, the results of our analysis suggest that Korean MNEs have customized their strategic CSR programs for emerging countries more actively than Japanese MNEs. In sum, our analysis elucidates several important features of strategic CSR employed by the MNEs in emerging countries.
UR - http://www.scopus.com/inward/record.url?scp=84935899635&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84935899635&partnerID=8YFLogxK
U2 - 10.1007/s10551-014-2212-x
DO - 10.1007/s10551-014-2212-x
M3 - Article
AN - SCOPUS:84935899635
VL - 129
SP - 747
EP - 761
JO - Journal of Business Ethics
JF - Journal of Business Ethics
SN - 0167-4544
IS - 3
ER -