Strategic Opportunities Aspect of CSR for Improving Location Advantages in Developed and Emerging Markets
Main Article Content
Keywords
Stakeholder theory, CSR, Stakeholder relations, Developed countries, Emerging countries, Least developed countries
Abstract
This case study examines how a Japanese company uses CSR and ESG activities to incorporate a new global expansion strategy and strengthen its stakeholders’ relations in different locations around the world. The author uses a case study method with a single setting, and multiple units of analysis and pattern matching among 39 regions and countries, divided into home and host countries. The host countries are additionally divided into ‘developed’, ‘emerging’, and ‘least developed’. This study contributes to the extant literature by showing that both developed and emerging markets create strategic assets for the company. It also proved MNE’s stakeholders in emerging and developed markets determined the CSR practices because many developed countries need CSR activities to support vulnerable groups within their societies. This study explores the under-researched area of MNEs’ CSR activities regarding poverty and development in least-developed countries.
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References
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Bansal, P., & Song, H.-C. (2017). Similar But Not the Same: Differentiating Corporate Sustainability from Corporate Responsibility. Academy of Management Annals, 11(1), 105–149. https://doi.org/10.5465/annals.2015.0095
Brown, J. A., & Forster, W. R. (2013). CSR and stakeholder theory: A tale of Adam Smith. Journal of business ethics, 112(2), 301-312.
Carroll, A.B. & Brown, J.A. (2018), "Corporate Social Responsibility: A Review of Current Concepts, Research, and Issues", Corporate Social Responsibility (Business and Society 360, Vol. 2), Emerald Publishing Limited, pp. 39-69.
Celone, A., Cammarano, A., Caputo, M. and Michelino, F. (2022), "Is it possible to improve the international business action towards the sustainable development goals?", Critical Perspectives on International Business, Vol. 18 No. 4, pp. 488-517.
https://doi.org/10.1108/cpoib-08-2020-0122
Choudhury, P., Geraghty, J. & Khanna, T. "A 'Core Periphery' Framework to Navigate Emerging Market Governments – Qualitative Evidence from a Biotechnology Multinational." Global Strategy Journal 2, no. 1: 71–87.
Cuervo-Cazurra, A., Andersson, U., Brannen, M. Y., Nielsen, B. B., & Reuber, A. R. (2016). From the Editors: Can I trust your findings? Ruling out alternative explanations in international business research. Journal of International Business Studies, 47(8), 881–897. https://doi.org/10.1057/s41267-016-0005-4
Desender K, & Epure M. (2020). The pressure behind corporate social performance: Ownership and institutional configurations. Global Strategy Journal. 1–35. https://doi.org/10.1002/gsj.1390
Devinney, T. (2011). Social responsibility, global strategy, and the multinational enterprise. Global Strategy Journal, 1(3–4), 329–344.
Dunn, D. & Yamashita, K. (2003), ‘Microcapitalism and the megacorporation’, Harvard Business Review, 81, 47–54.
Dziubaniuk, O., Ivanova-Gongne, M. and Berdysheva, E. (2022), "Challenges of network interaction in managing sustainable development projects in developing countries: case of an international consulting company", Critical Perspectives on International Business, Vol. 18 No. 4, pp. 546-573. https://doi.org/10.1108/cpoib-08-2020-0115
Edelsten, M. (1999). Employment Trends Survey, 1999; Measuring flexibility in the workforce. London: Confederation of British Industry.
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14, 4, 532-550.
Eisenhardt, K. M. (1991). Better Stories and Better Constructs: The Case for Rigor and Comparative Logic. The Academy of Management Review, 16, 3, 620-627.
Fernando, S., & Lawrence, S. (2014). A theoretical framework for CSR practices: Integrating legitimacy theory, stakeholder theory and institutional theory. Journal of Theoretical Accounting Research, 10(1), 149-178.
Franco-Arango, L. & Álvarez-Mesa, C. (2022). Systemic appropriation of social innovation in organizations from emerging markets: a proposal for the generation of shared value. AD-minister, (40)
Freeman, R. E., & Dmytriyev, S. (2017). Corporate social responsibility and stakeholder theory: Learning from each other. Symphonya, (1), 7-15.
Friedman, A. L., & Miles, S. (2002). Developing stakeholder theory. Journal of management studies, 39(1), 1-21.
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Gardberg, N. A., & Fombrun, C. J. (2006). Corporate citizenship: Creating intangible assets across institutional environments. Academy of Management Review, 31(2), 329–346.
Gomez-Trujillo, A. N. A., Velez-Ocampo, J., Castrillón-Orrego, S. A., Alvarez-Vanegas, A., & Manotas, E. C. (2021). Responsible patterns of production and consumption: The race for the achievement of SDGs in emerging markets. AD-minister, (38), 93-120. https://doi.org/10.17230/Ad-minister.38.4
Grøgaard, B., Colman, H. L., & Stensaker, I. G. (2019). Legitimizing, leveraging, and launching: Developing dynamic capabilities in the MNE. Journal of International Business Studies, 50(3), 1–28. https://doi.org/10.1057/s41267- 019-00245-5
Kaplan, R. S., Serafeim, G. & E. Tugendhat (2018), ‘Inclusive growth: Profitable strategies for tackling poverty and inequality’, Harvard Business Review, 96, 126-133.
Kolk, A. (2016). The social responsibility of international business: From ethics and the environment to CSR and sustainable development. Journal of World Business, 51(1), 23–34. https://doi.org/10.1016/j.jwb.2015.08.010
Kolk, A., & van Tulder, R. (2010). International Business, Corporate Social Responsibility and Sustainable Development. International Business Review, 19(1), 119–125.
https://s3.amazonaws.com/academia.edu.documents/42831050/International_business_corporate_social_2016
Li, J., Newenham-Kahindi, A., Shapiro, D.M., & Chen, V. Z., (2013). “The Two-Tier Bargaining Model Revisited: Theory and Evidence from China's Natural Resource Investments in Africa,” Global Strategy Journal 3, no. 4: 300–21
Liu H, Yang JY, & Augustine D. (2018). Political ties and firm performance: The effects of proself and prosocial engagement and institutional development. Global Strategy Journal, 8: 471–502. https://doi.org/10.1002/gsj.1194
Locke, R. M. & Romis, M. (2007), ‘Improving work conditions in a global supply chain’, MIT Sloan Management Review, 48, 54–62.
Manning, S., Kannothra, C. G., & Wissman-Weber, N. K. (2017). The strategic potential of community-based hybrid models: The case of global business services in Africa. Global Strategy Journal, 7(1), 125– 149. https://doi.org/10.1002/gsj.1147
Matejek, S. & Gössling, T. (2014), Beyond Legitimacy: A Case Study in BP’s “Green Lashing”, Journal of Business Ethics, 120, issue 4, p. 571-584.
McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117–127.
Mesa-Jurado, L. T., Rivera-López, P. A., Román-Buriticá, M. E. L. I. S. S. A., & Correa-Mejía, D. A. (2020). Incidence of corporate social responsibility practices on the cost of equity: evidence from Colombian companies. AD-minister, (36), 5-30. https://doi.org/10.17230/Ad-minister.36.1
Mohieldin, M., & Shehata, M. (2021). The SDGs as an Operational Framework for Post COVID-19 Response and Recovery. AD-minister, (38), 5-42. https://doi.org/10.17230/Ad-minister.38.1
Muller, A., & Kolk, A. (2015). Responsible Tax as Corporate Social Responsibility: The Case of Multinational Enterprises and Effective Tax in India. Business & Society, 54(4), 435–463. https://doi.org/10.1177/0007650312449989
Munoz Alvarado, L. B. & Mata- Sánchez, G. (2022). Corporate reputation as a fundamental element of brand international positioning: an analysis of Mexican fashion brands. AD-minister, (40)
Palacio Giraldo, A. L., & Nuñez, M. A. (2020). Strategic risk management in some large Colombian private companies. AD-minister, (36), 67-96. https://doi.org/10.17230/Ad-minister.36.4
Park, K. (2013). Rethinking the Case Study in International Business and Management Research, Rebecca Piekkari, Catherine Welch (Eds.), Edward Elgar (2012),(576 pp.(hardcover)), ISBN: 978-1-848441-842.
Parmar, B. L., Freeman, R. E., Harrison, J. S., Wicks, A. C., Purnell, L., & De Colle, S. (2010). Stakeholder theory: The state of the art. Academy of Management Annals, 4(1), 403-445.
Perego, P., & Kolk, A. (2012). Multinationals’ Accountability on Sustainability: The Evolution of Third-party Assurance of Sustainability Reports. Journal of Business Ethics, 110 (2, SI), 173–190. https://doi.org/10.1007/s10551-012-1420-5
Phillips, R., Freeman, R. E., & Wicks, A. C. (2003). What stakeholder theory is not. Business ethics quarterly, 13(4), 479-502.
Pisani, N., Kourula, A., Kolk, A., & Meijer, R. (2017). How global is international CSR research? Insights and recommendations from a systematic review. Journal of World Business, 52(5), 591–614. https://doi.org/10.1016/j.jwb.2017.05.003
Rana MB & Sørensen OJ. (2020). Levels of legitimacy development in internationalization: Multinational enterprise and civil society interplay in institutional void. Global Strategy Journal. 1–35. https://doi.org/10.1002/gsj.1371
Reyes-Sarmiento, M. E., & Rivas-Montoya, L. M. (2019). Strategizing: Opening New Avenues in Latin-America. A Systematic Literature Review. AD-minister, (35), 165-193. https://doi.org/10.17230/Ad-minister.35.7
Rugman, A. M. & D’Cruz, J. R. (2000), Multinationals as flagship firms: Regional business networks. Oxford: Oxford University Press.
Sambharya RB & Goll I. (2019). Do international and product diversification strategies affect human rights and employee orientation disclosures? An across-country empirical study of large multinational enterprises. Global Strategy Journal. 1–24. https://doi.org/10.1002/gsj.1334
Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), 20–24. https://doi.org/10.5465/AMJ.2007.24160882
Sinkovics, N. (2018). Pattern matching in qualitative analysis. In The sage handbook of qualitative business and management research methods (pp. 468-484). SAGE Publications Ltd, https://www.doi.org/10.4135/9781526430236
Sinkovics, R. R., Penz, E., & Ghauri, P. N. (2008). Enhancing the trustworthiness of qualitative research in international business. Management International Review, 48(6), 689–714. https://doi.org/10.1007/s11575-008- 0103-z
Tallman, S. & Pedersen, T. (2011). Global Strategy Journal Second Launch Issue: Comments from The Co-Editors. Global Strategy Journal, 1: 187–190.
Vachani, S. & Smith, N. C. (2004), ‘Socially responsible pricing: lessons from the pricing of AIDS drugs in developing countries’, California Management Review, 47, 118.
Velázquez Castro, J. A., Cruz-Coria, E., Ramírez-Godínez, J., & Vargas-Martínez, E. E. (2020). Sustainable consumption in tourism: an approach to its state of knowledge. AD-minister, (37), 57-84. https://doi.org/10.17230/Ad-minister.37.3
Verbeke, A. & I.H. Ian Lee, International Business Strategy: Rethinking the Foundations of Global Corporate Success, to be published by Cambridge University Press.
Vissak, T. (2010). Recommendations for using the case study method in international business research. The Qualitative Report, 15(2), 370–388. https://doi.org/10.1108/17410400910928761
Vissak, T., & Zhang, X. (2016). Guanxi’s Changing Nature: A Chinese Born Global’s Experience. Journal of East West Business, 22(4), 270–295. https://doi.org/10.1080/10669868.2016.1215661
Weaver, G. R., Trevino, L. K., & Cochran, P. L. 1999. Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices. Academy of Management Review, 42: 539–552.
Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740–762. https://doi.org/10.1057/jibs.2010.55
Yin, R. K. (2003). Case study research: Design and methods. Thousand Oaks (Calif.) [etc.: Sage Publications.
Zhao M. (2012). CSR-based political legitimacy strategy: managing the state by doing good in China and Russia. Journal of Business Ethics. 11(4): 439-460.
Zyglidopoulos, S., Williamson, P., Symeous, P., & Symeou, P. (2016). The Corporate Social Performance of Developing Country Multinationals. Business Ethics Quarterly, 26(3), 379–406. https://doi.org/10.1017/beq.2016.41
Aguinis, H., & Zedeck, S. (2011). APA handbook of industrial and organizational psychology. Organizational responsibility: Doing good and doing well, 855-879.
Bansal, P., & Song, H.-C. (2017). Similar But Not the Same: Differentiating Corporate Sustainability from Corporate Responsibility. Academy of Management Annals, 11(1), 105–149. https://doi.org/10.5465/annals.2015.0095
Brown, J. A., & Forster, W. R. (2013). CSR and stakeholder theory: A tale of Adam Smith. Journal of business ethics, 112(2), 301-312.
Carroll, A.B. & Brown, J.A. (2018), "Corporate Social Responsibility: A Review of Current Concepts, Research, and Issues", Corporate Social Responsibility (Business and Society 360, Vol. 2), Emerald Publishing Limited, pp. 39-69.
Celone, A., Cammarano, A., Caputo, M. and Michelino, F. (2022), "Is it possible to improve the international business action towards the sustainable development goals?", Critical Perspectives on International Business, Vol. 18 No. 4, pp. 488-517.
https://doi.org/10.1108/cpoib-08-2020-0122
Choudhury, P., Geraghty, J. & Khanna, T. "A 'Core Periphery' Framework to Navigate Emerging Market Governments – Qualitative Evidence from a Biotechnology Multinational." Global Strategy Journal 2, no. 1: 71–87.
Cuervo-Cazurra, A., Andersson, U., Brannen, M. Y., Nielsen, B. B., & Reuber, A. R. (2016). From the Editors: Can I trust your findings? Ruling out alternative explanations in international business research. Journal of International Business Studies, 47(8), 881–897. https://doi.org/10.1057/s41267-016-0005-4
Desender K, & Epure M. (2020). The pressure behind corporate social performance: Ownership and institutional configurations. Global Strategy Journal. 1–35. https://doi.org/10.1002/gsj.1390
Devinney, T. (2011). Social responsibility, global strategy, and the multinational enterprise. Global Strategy Journal, 1(3–4), 329–344.
Dunn, D. & Yamashita, K. (2003), ‘Microcapitalism and the megacorporation’, Harvard Business Review, 81, 47–54.
Dziubaniuk, O., Ivanova-Gongne, M. and Berdysheva, E. (2022), "Challenges of network interaction in managing sustainable development projects in developing countries: case of an international consulting company", Critical Perspectives on International Business, Vol. 18 No. 4, pp. 546-573. https://doi.org/10.1108/cpoib-08-2020-0115
Edelsten, M. (1999). Employment Trends Survey, 1999; Measuring flexibility in the workforce. London: Confederation of British Industry.
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. The Academy of Management Review, 14, 4, 532-550.
Eisenhardt, K. M. (1991). Better Stories and Better Constructs: The Case for Rigor and Comparative Logic. The Academy of Management Review, 16, 3, 620-627.
Fernando, S., & Lawrence, S. (2014). A theoretical framework for CSR practices: Integrating legitimacy theory, stakeholder theory and institutional theory. Journal of Theoretical Accounting Research, 10(1), 149-178.
Franco-Arango, L. & Álvarez-Mesa, C. (2022). Systemic appropriation of social innovation in organizations from emerging markets: a proposal for the generation of shared value. AD-minister, (40)
Freeman, R. E., & Dmytriyev, S. (2017). Corporate social responsibility and stakeholder theory: Learning from each other. Symphonya, (1), 7-15.
Friedman, A. L., & Miles, S. (2002). Developing stakeholder theory. Journal of management studies, 39(1), 1-21.
Gainet, C. (2013) Corporate Social Responsibility Boundaries. In: Cressy R., Cumming D., Mallin C. (eds) Entrepreneurship, Finance, Governance and Ethics. Advances in Business Ethics Research (A Journal of Business Ethics Book Series), vol 3. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-3867-6_11
Gardberg, N. A., & Fombrun, C. J. (2006). Corporate citizenship: Creating intangible assets across institutional environments. Academy of Management Review, 31(2), 329–346.
Gomez-Trujillo, A. N. A., Velez-Ocampo, J., Castrillón-Orrego, S. A., Alvarez-Vanegas, A., & Manotas, E. C. (2021). Responsible patterns of production and consumption: The race for the achievement of SDGs in emerging markets. AD-minister, (38), 93-120. https://doi.org/10.17230/Ad-minister.38.4
Grøgaard, B., Colman, H. L., & Stensaker, I. G. (2019). Legitimizing, leveraging, and launching: Developing dynamic capabilities in the MNE. Journal of International Business Studies, 50(3), 1–28. https://doi.org/10.1057/s41267- 019-00245-5
Kaplan, R. S., Serafeim, G. & E. Tugendhat (2018), ‘Inclusive growth: Profitable strategies for tackling poverty and inequality’, Harvard Business Review, 96, 126-133.
Kolk, A. (2016). The social responsibility of international business: From ethics and the environment to CSR and sustainable development. Journal of World Business, 51(1), 23–34. https://doi.org/10.1016/j.jwb.2015.08.010
Kolk, A., & van Tulder, R. (2010). International Business, Corporate Social Responsibility and Sustainable Development. International Business Review, 19(1), 119–125.
https://s3.amazonaws.com/academia.edu.documents/42831050/International_business_corporate_social_2016
Li, J., Newenham-Kahindi, A., Shapiro, D.M., & Chen, V. Z., (2013). “The Two-Tier Bargaining Model Revisited: Theory and Evidence from China's Natural Resource Investments in Africa,” Global Strategy Journal 3, no. 4: 300–21
Liu H, Yang JY, & Augustine D. (2018). Political ties and firm performance: The effects of proself and prosocial engagement and institutional development. Global Strategy Journal, 8: 471–502. https://doi.org/10.1002/gsj.1194
Locke, R. M. & Romis, M. (2007), ‘Improving work conditions in a global supply chain’, MIT Sloan Management Review, 48, 54–62.
Manning, S., Kannothra, C. G., & Wissman-Weber, N. K. (2017). The strategic potential of community-based hybrid models: The case of global business services in Africa. Global Strategy Journal, 7(1), 125– 149. https://doi.org/10.1002/gsj.1147
Matejek, S. & Gössling, T. (2014), Beyond Legitimacy: A Case Study in BP’s “Green Lashing”, Journal of Business Ethics, 120, issue 4, p. 571-584.
McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117–127.
Mesa-Jurado, L. T., Rivera-López, P. A., Román-Buriticá, M. E. L. I. S. S. A., & Correa-Mejía, D. A. (2020). Incidence of corporate social responsibility practices on the cost of equity: evidence from Colombian companies. AD-minister, (36), 5-30. https://doi.org/10.17230/Ad-minister.36.1
Mohieldin, M., & Shehata, M. (2021). The SDGs as an Operational Framework for Post COVID-19 Response and Recovery. AD-minister, (38), 5-42. https://doi.org/10.17230/Ad-minister.38.1
Muller, A., & Kolk, A. (2015). Responsible Tax as Corporate Social Responsibility: The Case of Multinational Enterprises and Effective Tax in India. Business & Society, 54(4), 435–463. https://doi.org/10.1177/0007650312449989
Munoz Alvarado, L. B. & Mata- Sánchez, G. (2022). Corporate reputation as a fundamental element of brand international positioning: an analysis of Mexican fashion brands. AD-minister, (40)
Palacio Giraldo, A. L., & Nuñez, M. A. (2020). Strategic risk management in some large Colombian private companies. AD-minister, (36), 67-96. https://doi.org/10.17230/Ad-minister.36.4
Park, K. (2013). Rethinking the Case Study in International Business and Management Research, Rebecca Piekkari, Catherine Welch (Eds.), Edward Elgar (2012),(576 pp.(hardcover)), ISBN: 978-1-848441-842.
Parmar, B. L., Freeman, R. E., Harrison, J. S., Wicks, A. C., Purnell, L., & De Colle, S. (2010). Stakeholder theory: The state of the art. Academy of Management Annals, 4(1), 403-445.
Perego, P., & Kolk, A. (2012). Multinationals’ Accountability on Sustainability: The Evolution of Third-party Assurance of Sustainability Reports. Journal of Business Ethics, 110 (2, SI), 173–190. https://doi.org/10.1007/s10551-012-1420-5
Phillips, R., Freeman, R. E., & Wicks, A. C. (2003). What stakeholder theory is not. Business ethics quarterly, 13(4), 479-502.
Pisani, N., Kourula, A., Kolk, A., & Meijer, R. (2017). How global is international CSR research? Insights and recommendations from a systematic review. Journal of World Business, 52(5), 591–614. https://doi.org/10.1016/j.jwb.2017.05.003
Rana MB & Sørensen OJ. (2020). Levels of legitimacy development in internationalization: Multinational enterprise and civil society interplay in institutional void. Global Strategy Journal. 1–35. https://doi.org/10.1002/gsj.1371
Reyes-Sarmiento, M. E., & Rivas-Montoya, L. M. (2019). Strategizing: Opening New Avenues in Latin-America. A Systematic Literature Review. AD-minister, (35), 165-193. https://doi.org/10.17230/Ad-minister.35.7
Rugman, A. M. & D’Cruz, J. R. (2000), Multinationals as flagship firms: Regional business networks. Oxford: Oxford University Press.
Sambharya RB & Goll I. (2019). Do international and product diversification strategies affect human rights and employee orientation disclosures? An across-country empirical study of large multinational enterprises. Global Strategy Journal. 1–24. https://doi.org/10.1002/gsj.1334
Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), 20–24. https://doi.org/10.5465/AMJ.2007.24160882
Sinkovics, N. (2018). Pattern matching in qualitative analysis. In The sage handbook of qualitative business and management research methods (pp. 468-484). SAGE Publications Ltd, https://www.doi.org/10.4135/9781526430236
Sinkovics, R. R., Penz, E., & Ghauri, P. N. (2008). Enhancing the trustworthiness of qualitative research in international business. Management International Review, 48(6), 689–714. https://doi.org/10.1007/s11575-008- 0103-z
Tallman, S. & Pedersen, T. (2011). Global Strategy Journal Second Launch Issue: Comments from The Co-Editors. Global Strategy Journal, 1: 187–190.
Vachani, S. & Smith, N. C. (2004), ‘Socially responsible pricing: lessons from the pricing of AIDS drugs in developing countries’, California Management Review, 47, 118.
Velázquez Castro, J. A., Cruz-Coria, E., Ramírez-Godínez, J., & Vargas-Martínez, E. E. (2020). Sustainable consumption in tourism: an approach to its state of knowledge. AD-minister, (37), 57-84. https://doi.org/10.17230/Ad-minister.37.3
Verbeke, A. & I.H. Ian Lee, International Business Strategy: Rethinking the Foundations of Global Corporate Success, to be published by Cambridge University Press.
Vissak, T. (2010). Recommendations for using the case study method in international business research. The Qualitative Report, 15(2), 370–388. https://doi.org/10.1108/17410400910928761
Vissak, T., & Zhang, X. (2016). Guanxi’s Changing Nature: A Chinese Born Global’s Experience. Journal of East West Business, 22(4), 270–295. https://doi.org/10.1080/10669868.2016.1215661
Weaver, G. R., Trevino, L. K., & Cochran, P. L. 1999. Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices. Academy of Management Review, 42: 539–552.
Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740–762. https://doi.org/10.1057/jibs.2010.55
Yin, R. K. (2003). Case study research: Design and methods. Thousand Oaks (Calif.) [etc.: Sage Publications.
Zhao M. (2012). CSR-based political legitimacy strategy: managing the state by doing good in China and Russia. Journal of Business Ethics. 11(4): 439-460.
Zyglidopoulos, S., Williamson, P., Symeous, P., & Symeou, P. (2016). The Corporate Social Performance of Developing Country Multinationals. Business Ethics Quarterly, 26(3), 379–406. https://doi.org/10.1017/beq.2016.41
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Dec 14, 2022
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How to Cite
ILIEVA, M. V. (2022). Strategic Opportunities Aspect of CSR for Improving Location Advantages in Developed and Emerging Markets. AD-Minister, (41), 115–148. https://doi.org/10.17230/Ad-minister.41.5 (Original work published December 12, 2022)
Section
Research Articles
Author Biography
Maria Vasileva ILIEVA, University of Leeds, United Kingdom
PhD in Business Administration from Osaka City University, Japan. Lecturer (Assistant Professor) of International Business at Leeds University Business School, University of Leeds, United Kingdom. She is an Executive Board ordinary member of the AIB Oceania Chapter, serving as a liaison with other Academy of International Business (AIB) Chapters and SIGs. Communications officer at AIB Sustainability SIG. Email: M.Ilieva@leeds.ac.uk maria.illieva@gmail.com ORCID: https://orcid.org/0000-0003-0818-2112
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