TY - JOUR
T1 - The Effects of Top Management Team National Diversity and Institutional Uncertainty on Subsidiary CSR Focus
AU - Dahms, Sven
AU - Kingkaew, Suthikorn
AU - S. Ng, Eddy
N1 - Funding Information:
Preparation of this paper is supported in part by The Open University of Hong Kong, University, Thammasat University, and Bucknell University. The authors gratefully acknowledge support from the James & Elizabeth Freeman Chair in Management at Bucknell University.
Publisher Copyright:
© 2021, The Author(s), under exclusive licence to Springer Nature B.V. part of Springer Nature.
PY - 2022/5
Y1 - 2022/5
N2 - This research investigates how top management team national diversity (TMTND) and corporate social responsibility (CSR) institutional uncertainty affect strategic CSR focus in foreign-owned subsidiaries. The paper develops a theoretical framework based on institutional theory and upper echelon perspectives to test a sample of MNE subsidiaries. Survey data were collected from subsidiaries in Thailand and Taiwan. Non-symmetric analysis suggests that while TMTND plays an important role in establishing a CSR focus, it is not conducive in itself to high-performance outcomes. Performance is measured by market share, sales growth, and profitability for each subsidiary. The results also show that there are notable differences between the subsidiaries located in Thailand and Taiwan as to what extent CSR strategic focus and top management team national diversity are relevant for high-performance outcomes. The study demonstrates that the links between CSR, TMTND, and subsidiary performance are much more complex than previously assumed.
AB - This research investigates how top management team national diversity (TMTND) and corporate social responsibility (CSR) institutional uncertainty affect strategic CSR focus in foreign-owned subsidiaries. The paper develops a theoretical framework based on institutional theory and upper echelon perspectives to test a sample of MNE subsidiaries. Survey data were collected from subsidiaries in Thailand and Taiwan. Non-symmetric analysis suggests that while TMTND plays an important role in establishing a CSR focus, it is not conducive in itself to high-performance outcomes. Performance is measured by market share, sales growth, and profitability for each subsidiary. The results also show that there are notable differences between the subsidiaries located in Thailand and Taiwan as to what extent CSR strategic focus and top management team national diversity are relevant for high-performance outcomes. The study demonstrates that the links between CSR, TMTND, and subsidiary performance are much more complex than previously assumed.
KW - Corporate social responsibility
KW - Foreign-owned subsidiaries
KW - Institutional theory
KW - Top management team national diversity
KW - Upper echelon theory
UR - http://www.scopus.com/inward/record.url?scp=85100510244&partnerID=8YFLogxK
U2 - 10.1007/s10551-020-04721-z
DO - 10.1007/s10551-020-04721-z
M3 - Article
AN - SCOPUS:85100510244
SN - 0167-4544
VL - 177
SP - 699
EP - 715
JO - Journal of Business Ethics
JF - Journal of Business Ethics
IS - 3
ER -