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The strategic relevance of corporate community investments

The strategic relevance of corporate community investments Purpose – This paper aims to understand which strategies a multinational can adopt in emerging countries where it operates towards local communities, in terms of sustainability. Design/methodology/approach – This paper is the result of a two‐year research, conducted through multiple case studies, with a special focus on emerging markets (Brazil, South Africa, Pakistan, India, Argentina), and the professional experience of the author as international stakeholder engagement manager in ENI. Findings – The research identified a 2×2 matrix with four possible strategies coming from the multiple case study analysis and depending on the internal focus of CSR and the external perception of business through local communities. The research also shows how a company can adopt a portfolio of those strategies. Practical implications – This paper presents a model to be adopted by multinationals both to have the picture of their situation at a certain date and to plan their interventions in emerging countries. Originality/value – In the literature of CSR there is still an area to be developed, which is the application of CSR concept in emerging countries. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Corporate Governance Emerald Publishing

The strategic relevance of corporate community investments

Corporate Governance , Volume 11 (4): 13 – Aug 9, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1472-0701
DOI
10.1108/14720701111159271
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to understand which strategies a multinational can adopt in emerging countries where it operates towards local communities, in terms of sustainability. Design/methodology/approach – This paper is the result of a two‐year research, conducted through multiple case studies, with a special focus on emerging markets (Brazil, South Africa, Pakistan, India, Argentina), and the professional experience of the author as international stakeholder engagement manager in ENI. Findings – The research identified a 2×2 matrix with four possible strategies coming from the multiple case study analysis and depending on the internal focus of CSR and the external perception of business through local communities. The research also shows how a company can adopt a portfolio of those strategies. Practical implications – This paper presents a model to be adopted by multinationals both to have the picture of their situation at a certain date and to plan their interventions in emerging countries. Originality/value – In the literature of CSR there is still an area to be developed, which is the application of CSR concept in emerging countries.

Journal

Corporate GovernanceEmerald Publishing

Published: Aug 9, 2011

Keywords: Investments; Social responsibility; Emerging countries; Partnership; Social issues; Multinational companies; Social strategy

References