The management of global corporate social responsibilities (CSR) in MNCs
is less understood. This paper presents an analysis of CSR management in the
global operations of two MNCs of British origin, operating in diverse sectors.
The paper presents in-depth empirical analysis of CSR practices in routine stakeholder
relations of these MNCs, across multiple levels within the MNC and across
multiple levels of its context. The study reveals that global CSR management resulted from
interplay of firms' strategic choices, internal design processes, as well
as influences of regulatory, normative and cognitive environment at the multiple
levels of the MNC context.
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