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• W2968931143 abstract "Abstract We investigate how a subsidiary's power base influences its strategic corporate social responsibility (CSR) focus on international and local issues, and performance. We develop a theoretical framework and test symmetric hypotheses as well as non‐symmetric research queries based on insights from resource dependency theory and institutional theory. We use survey data collected from foreign‐owned subsidiaries located in the mid‐range emerging economy of Taiwan. We find that a large power base positively influences an international CSR strategic focus in subsidiaries. Furthermore, our symmetric results indicated that only international CSR strategies are conducive to performance. However, our complementing non‐symmetric results show that the distinct power‐base dimensions in combination with a local CSR strategic focus can also lead to high performance outcomes." @default.
• W2968931143 created "2019-08-22" @default.
• W2968931143 creator A5002330036 @default.
• W2968931143 date "2019-08-14" @default.
• W2968931143 modified "2023-09-30" @default.
• W2968931143 title "Power, CSR strategy, and performance in foreign‐owned subsidiaries" @default.
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• W2968931143 doi "https://doi.org/10.1002/cjas.1539" @default.
• W2968931143 hasPublicationYear "2019" @default.
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