Please use this identifier to cite or link to this item:
Title: Power, CSR strategy, and performance in foreign‐owned subsidiaries
Authors: Dahms, Sven 
Issue Date: 2019
Publisher: John Wiley & Sons, Inc.
Source: Dahms, S. (2020). Power, CSR strategy, and performance in foreign‐owned subsidiaries. Canadian Journal of Administrative Sciences, 37(3), 315-333.
Journal: Canadian Journal of Administrative Sciences 
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.
Description: Please note that preprint copy is not available on WIRE. Please contact to request an electronic copy of this item.
DOI: 10.1002/cjas.1539
Appears in Collections:Scholarly Publications

Files in This Item:
File Description SizeFormat 
Unavailable.pdf77.37 kBAdobe PDFThumbnail
Show full item record

Page view(s)

checked on Mar 24, 2023


checked on Mar 24, 2023

Google ScholarTM



This item is licensed under a Creative Commons License Creative Commons