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Managing corporate responsibility globally and locally: Lessons from a CR leader

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  • Brown, Dana
  • Knudsen, Jette Steen

Abstract

Corporate Responsibility (CR) is today an essential component of corporate global strategy. CR can bolster the institutional context for market expansion fill institutional voids or facilitate market entry as a component of non-market strategy. Yet, in fulfilling these functions, CR may need to be highly sensitive to local contexts. How can transnational firms organize CR so as to maximize efficiencies from globalization and to minimize the fragmentation of corporate organizational cultures? provide a framework for analyzing the way that corporations coordinate global and local functions. We build on this framework in a case study of Novo Nordisk and its approach to determining global and local CR policies and procedures with regard to its China and US subsidiaries. Our findings suggest that it is important for companies to define a common set of organizational norms. In addition, CR need to be sensitive to local institutional contexts, but learning from subsidiary experience is important and lends itself to standardization and replication of initiatives across market contexts.

Suggested Citation

  • Brown, Dana & Knudsen, Jette Steen, 2012. "Managing corporate responsibility globally and locally: Lessons from a CR leader," Business and Politics, Cambridge University Press, vol. 14(3), pages 1-29, October.
    • Handle: RePEc:cup:buspol:v:14:y:2012:i:03:p:1-29_00
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    Cited by:

    1. Erin Leitheiser, 2021. "How domestic contexts shape international private governance: The case of the European Accord and American Alliance in Bangladesh," Regulation & Governance, John Wiley & Sons, vol. 15(4), pages 1286-1303, October.
    2. Gino B. Bianco, 2020. "Climate change adaptation, coffee, and corporate social responsibility: challenges and opportunities," International Journal of Corporate Social Responsibility, Springer, vol. 5(1), pages 1-13, December.
    3. Roger Leonard Burritt & Katherine Leanne Christ & Hussain Gulzar Rammal & Stefan Schaltegger, 2020. "Multinational Enterprise Strategies for Addressing Sustainability: the Need for Consolidation," Journal of Business Ethics, Springer, vol. 164(2), pages 389-410, June.
    4. Robert Strand, 2013. "The Chief Officer of Corporate Social Responsibility: A Study of Its Presence in Top Management Teams," Journal of Business Ethics, Springer, vol. 112(4), pages 721-734, February.
    5. Ta-Kai Yang & Min-Ren Yan, 2020. "The Corporate Shared Value for Sustainable Development: An Ecosystem Perspective," Sustainability, MDPI, vol. 12(6), pages 1-16, March.
    6. Mihaela Dumitrascu, 2014. "Study Of The Presence Of The Corporate Social Responsibility Chief Officer In Banking System," Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, vol. 0, pages 381-385, May.
    7. Andreas Rasche & Wencke Gwozdz & Mathias Lund Larsen & Jeremy Moon, 2022. "Which firms leave multi‐stakeholder initiatives? An analysis of delistings from the United Nations Global Compact," Regulation & Governance, John Wiley & Sons, vol. 16(1), pages 309-326, January.

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