ISBN:
076231219X
Content:
Multinational corporations (MNCs) confront complex challenges to continuously achieve higher levels of social performance across diverse country and cultural contexts. Yet many MNCs have reactive strategies toward corporate social responsibility (CSR). Such strategies do not leverage multicultural team diversity for dynamic learning. Meanwhile, cross-sector alliances between MNCs and not-for-profit entities present a rich opportunity for MNC learning. Multicultural teams often lie at the core of such initiatives in MNCs, although they have been, at best, a peripheral concern of CSR research and theory. We redress this gap in the CSR literature by integrating theory on social capital and the external team perspective and applying this to the CSR context. Our analysis has practical implications for MNCs as well, suggesting further extensions.
In:
Managing multinational teams, Amsterdam : Elsevier, 2005, (2005), Seite 189-207, 076231219X
In:
Emerald Group Publishing Limited, 0080460739
In:
9781849503495
In:
1849503494
In:
year:2005
In:
pages:189-207
Language:
English
DOI:
10.1016/S0747-7929(05)18007-X
URL:
Volltext
(Deutschlandweit zugänglich)
