Strategic Management of Corporate Social Responsibility in International Franchise Networks

Introduction: This study explores the strategic dynamics of Corporate Social Responsibility (CSR) within international franchise networks, focusing on how governance configurations influence CSR implementation and value creation. Methodology: Using an integrative analytical framework supported by multi-source data and comparative analysis, the research identifies behavioral patterns and organizational factors shaping CSR strategies in different franchise governance modes, including direct, master, multi-unit, and area development structures. Results: The analysis shows that centralized governance models demonstrate greater strategic alignment and coherence in CSR practices, whereas decentralized configurations reflect higher variability due to franchisee discretion and local adaptation. Moreover, CSR initiatives have transitioned from a purely economic orientation toward a multidimensional approach that integrates environmental and social commitments. Conclusions: The findings contribute to the theoretical and managerial understanding of CSR as a strategic component of organizational management, offering practical guidance for aligning social responsibility with corporate competitiveness and sustainable growth in international franchise systems.