- Copyright Page
- Preface and Acknowledgments
- List of Figures
- List of Tables
- List of Contributors
- Contributor Bios for Online
- The Theory of International Business Strategy
- International Business History and the strategy of multinational enterprises: How History Matters
- Capability-Based Theories of Multinational Enterprise Growth
- Location and International Strategy Formation: A Research Agenda
- A Review of International Entry Mode Research: 2007–2018
- Strategic Knowledge Creation in Multinational Enterprises
- Internationalization Process Perspective: Revisiting the Link Between Market Knowledge and Market Commitment
- Multi-Theoretical Approaches to Studying International Business Strategy
- International New Ventures: Do They Really Matter?
- It’s Not (Only) the International New Venture But (Also) the Micromultinational, Daftie!: Reconsidering the Unit of Analysis in International Entrepreneurship
- Internationalization of Family Firms: When Is a Managerial Focus on Socio-Emotional Wealth Effective?
- Internationalization of Emerging-Market Multinationals: The Role of the Underdevelopment of the Home Country
- State-Owned Multinational Enterprises: Theory, Performance, and Impact
- Dynamics of Operation Modes: Switches and Additions
- Subsidiaries as Sources for Learning in Multinational Enterprises: A Commentary on the Importance of External Embeddedness
- Political Strategies of subsidiaries of multinational Enterprises
- Looking back to move Forward: An Overview on Foreign Divestment Decisions
- Foreign Market Re-Entry Strategies: The Role of Cognitive Biases in Decision-Making
- Digitalization and its Strategic Implications for the Multinational Enterprise: The Changing Landscape of Competition and How to Cope with It
- Corporate Social Responsibility, Irresponsibility, and the Multinational Enterprise Environment
- Global value Chain Governance: A Multinational Enterprise Capabilities View
- Sustainability Strategies: Research and Practice in International Business
- New International Human Resource Management Approaches and Multinational Enterprise Strategies
Abstract and Keywords
The conversation around the corporate social responsibility (CSR) and corporate social irresponsibility (CSI) of firms has flourished—yet perhaps surprisingly, outside of the international business (IB) strategy discipline. This chapter introduces CSR/CSI as a “grand challenge” with potential to advance the IB strategy agenda. The chapter proposes that there is much to be gained by introducing ideas from IB strategy to understand the relationship between the multinational enterprise (MNE) and CSR/CSI. Major perspectives on, and interconnectedness between, CSR and CSI are articulated. The chapter traces common themes such as the role played by the business context, paying particular attention to location and regulatory institutions in the character and management of CSR/CSI. The chapter concludes with an agenda for future CSR/CSI research in the field of IB strategy that addresses some existing knowledge gaps around the influence of the MNE on its environment.
Giulio Nardella is Assistant Professor of Strategy and Responsible Business, School of Business and Economics, Loughborough University, UK.
Stephen Brammer is Dean of the School of Management at the University of Bath, UK.
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