The CSR Strategies of Chinese Multinational Enterprises: Antecedents of Global CSR Integration and Local CSR Responsiveness Business Ethics Quarterly (forthcoming)
What drives Chinese MNEs’ global CSR integration and local CSR responsiveness? Drawing on institutional theory, we argue that both antecedents reflecting isomorphic patterns of adaptation and antecedents mirroring the idiosyncratic characteristics of China’s institutional context are relevant. We support our argument using fuzzy-set qualitative comparative analysis on a sample of 29 of China’s globally most influential companies. We find that state influence and global CSR associations affect global CSR integration, whereas presence in the West and internationalization through mergers and acquisitions predict local CSR responsiveness. Thus, our study advocates that considering the particularities of emerging-market MNEs’ home-country characteristics is important. We further find that multicultural experience in top management teams is associated with both global CSR integration and local CSR responsiveness, supporting notions of transnational CSR.