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BAR - Brazilian Administration Review

versão On-line ISSN 1807-7692

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BARIN CRUZ, Luciano; PEDROZO, Eugenio Avila; ESTIVALETE, Vania de Fátima Barros  e  HOFF, Debora Nayar. The influence of transverse CSR structure on headquarters/subsidiary integration. BAR, Braz. Adm. Rev. [online]. 2010, vol.7, n.3, pp.310-324. ISSN 1807-7692.  https://doi.org/10.1590/S1807-76922010000300007.

Some studies have already highlighted the effects of the introduction of Corporate Social Responsibility [CSR] projects into Multinational Corporations’ [MNC] strategies. However, little attention has been paid to the influence of transverse CSR structure on headquarters/subsidiary integration. In this article, we begin with the following question: What is the influence of the introduction of a centralized/decentralized structure on conducting a CSR strategy in a MNC? Our main objective is to identify conditions through which the structure of the CSR department influences the CSR strategy of the MNC. We define transverse CSR structure as: (1) the existence of a CSR directory at the headquarters level and a CSR representative at the subsidiary level, and (2) the existence of representatives from different areas who participate in meetings or committees to make decisions about CSR strategy. We argue that a transverse CSR structure favors consideration of global and local CSR demands by headquarters and subsidiaries. This process takes place through the mediation of three main elements: information exchange, awareness activities and definition of objectives.

Palavras-chave : corporate social responsibility; transverse CSR structure; multinational corporations.

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