CSR-Based Political Legitimacy Strategy: Managing the State by Doing Good in China and Russia
AbstractThe state is a key driver of corporate social responsibility across developed and developing countries. But the existing research provides comparatively little knowledge about: (1) how companies strategically manage the relationship with the state through corporate social responsibility (CSR); (2) how this strategy takes shape under the influence of political institutions. Understanding these questions captures a realistic picture of how a company applies CSR to interacting with the state, particularly in countries where the state relationship is critical to the business operation. This article draws on political legitimacy as a useful concept to directly address both strategic and politically embedded natures of CSR. This work extends the currently under-specified political implication of the strategic view of CSR and provides fresh insights to the political legitimacy research by specifying a typology of CSR-based legitimacy strategies and its contextual variation. China and Russia are the focal settings. A qualitative analysis of business–state interaction cases is done using a database that contains the majority of CSR reports published in Chinese and Russian as the end of 2009. As a result, this paper identifies four qualitatively different types of CSR-based political legitimacy strategies and reveals how the adoption of these strategies differs across Chinese companies, Russian companies, and multinational corporations. Copyright Springer Science+Business Media B.V. 2012
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Bibliographic InfoArticle provided by Springer in its journal Journal of Business Ethics.
Volume (Year): 111 (2012)
Issue (Month): 4 (December)
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Web page: http://www.springerlink.com/link.asp?id=100281
Business–state interaction; China; Corporate social responsibility; Multinational corporation; Political embeddedness; Political legitimacy; Russia;
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