References
- Ahmadjian, C. L. (2016). Comparative institutional analysis and institutional complexity. Journal of Management Studies, 53(1), 12–27. https://doi.org/https://doi.org/10.1111/joms.12178
- Ali, W., Frynas, J. G., & Mahmood, Z. (2017). Determinants of corporate social responsibility (CSR) disclosure in developed and developing countries: A literature review. Corporate Social Responsibility and Environmental Management, 24(4), 273–294. https://doi.org/https://doi.org/10.1002/csr.1410
- Arvidsson, S. (2010). Communication of corporate social responsibility: A study of the views of management teams in large companies. Journal of Business Ethics, 96(3), 339–354. https://doi.org/https://doi.org/10.1007/s10551-010-0469-2
- Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419–1440. https://doi.org/https://doi.org/10.5465/amj.2010.57318391
- Baughn, C. C., Bodie, N., & McIntosh, J. C. (2007). Corporate social and environmental responsibility in asian countries and other geographical regions. Corporate Social Responsibility and Environmental Management, 14(4), 189–205. https://doi.org/https://doi.org/10.1002/csr.160
- Belizon, M. J., Gunnigle, P., & Morley, M. (2013). Determinants of central control and subsidiary autonomy in HRM: The case of foreign‐owned multinational companies in Spain. Human Resource Management Journal, 23(3), 262–278. https://doi.org/https://doi.org/10.1111/j.1748-8583.2012.00204.x
- Blumentritt, T. P., & Nigh, D. (2002). The integration of subsidiary political activities in multinational corporations. Journal of International Business Studies, 33(1), 57–77. https://doi.org/https://doi.org/10.1057/palgrave.jibs.8491005
- Bondy, K., & Starkey, K. (2014). The dilemmas of internationalization: Corporate social responsibility in the multinational corporation. British Journal of Management, 25(1), 4–22. https://doi.org/https://doi.org/10.1111/j.1467-8551.2012.00840.x
- Bouvier, R. (2010). The natural environment as field-level actor: The environment and the pulp and paper industry in Maine. Journal of Economic Issues, 44(3), 717–735. https://doi.org/https://doi.org/10.2753/JEI0021-3624440307
- Brammer, S., Jackson, G., & Matten, D. (2012). Corporate social responsibility and institutional theory: New perspectives on private governance. Socio-Economic Review, 10(1), 3–28. https://doi.org/https://doi.org/10.1093/ser/mwr030
- Brown, N., & Deegan, C. (1998). The public disclosure of environmental performance information—a dual test of media agenda setting theory and legitimacy theory. Accounting and Business Research, 29(1), 21–41. https://doi.org/https://doi.org/10.1080/00014788.1998.9729564
- Burke, L., & Logsdon, J. M. (1996). How corporate social responsibility pays off. Long Range Planning, 29(4), 495–502. https://doi.org/https://doi.org/10.1016/0024-6301(96)00041-6
- Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32(3), 946–967. https://doi.org/https://doi.org/10.5465/amr.2007.25275684
- Carroll, A. B. (1979). A three-dimensional conceptual model of corporate social performance. Academy of Management Review, 4(4), 497–505. https://doi.org/https://doi.org/10.5465/amr.1979.4498296
- Chan, C. M., & Makino, S. (2007). Legitimacy and multi-level institutional environments: Implications for foreign subsidiary ownership structure. Journal of International Business Studies, 38(4), 621–638. https://doi.org/https://doi.org/10.1057/palgrave.jibs.8400283
- Child, J., Chung, L., & Davies, H. (2003). The performance of cross-border units in china: A test of natural selection, strategic choice and contingency theories. Journal of International Business Studies, 34(3), 242–254. https://doi.org/https://doi.org/10.1057/palgrave.jibs.8400033
- Colella, A. (2001). Coworker distributive fairness judgments of the workplace accommodation of employees with disabilities. Academy of Management Review, 26(1), 100–116. https://doi.org/https://doi.org/10.5465/amr.2001.4011984
- Collier, J., & Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19–33. https://doi.org/https://doi.org/10.1111/j.1467-8608.2006.00466.x
- Cook, A., & Glass, C. (2014). Women and top leadership positions: Towards an institutional analysis. Gender, Work & Organization, 21(1), 91–103.
- Crilly, D. (2011). Predicting stakeholder orientation in the multinational enterprise: A mid-range theory. Journal of International Business Studies, 42(5), 694–717. https://doi.org/https://doi.org/10.1057/jibs.2010.57
- Deakin, S., & Hobbs, R. (2007). False dawn for CSR? shifts in regulatory policy and the response of the corporate and financial sectors in Britain. Corporate Governance: An International Review, 15(1), 68–76. https://doi.org/https://doi.org/10.1111/j.1467-8683.2007.00543.x
- Deephouse, D. L. (1996). Does isomorphism legitimate? Academy of Management Journal, 39(4), 1024–1039. https://doi.org/https://doi.org/10.2307/256722
- Delmas, M. A., & Toffel, M. W. (2008). Organizational responses to environmental demands: Opening the black box. Strategic Management Journal, 29(10), 1027–1055. https://doi.org/https://doi.org/10.1002/smj.701
- Dorobantu, S., Kaul, A., & Zelner, B. (2017). Nonmarket strategy research through the lens of new institutional economics: An integrative review and future directions. Strategic Management Journal, 38(1), 114–140. https://doi.org/https://doi.org/10.1002/smj.2590
- Eden, L., & Miller, S. R. (2004). Distance matters: Liability of foreignness, institutional distance and ownership strategy. In M. A. Hitt, & J. L. C. Cheng (Eds.), Theories of the multinational enterprise: Diversity, complexity and relevance (pp. 187–221). Emerald Group Publishing Limited.
- Edman, J. (2016). Cultivating foreignness: How organizations maintain and leverage minority identities. Journal of Management Studies, 53(1), 55–88. https://doi.org/https://doi.org/10.1111/joms.12129
- El-Bassiouny, D., & El-Bassiouny, N. (2019). Diversity, corporate governance and CSR reporting: A comparative analysis between top-listed firms in Egypt, Germany and the USA. Management of Environmental Quality: An International Journal, 30(1), 116–136. doi: https://doi.org/10.1108/MEQ-12-2017-0150
- European Commission. (2001). Promoting a European framework for corporate social responsibility: Green paper. Office for Official Publications of the European Communities.
- Eweje, G. (2006). The role of MNEs in community development initiatives in developing countries corporate social responsibility at work in Nigeria and South Africa. Business & Society, 45(2), 93–129.
- Famiola, M., & Adiwoso, S. A. (2016). Corporate social responsibility diffusion by multinational subsidiaries in Indonesia: Organisational dynamic and institutional effect. Social Responsibility Journal, 12(1), 117–129. https://doi.org/https://doi.org/10.1108/SRJ-10-2013-0128
- Fish, S. (2000). The nifty nine arguments against affirmative action in higher education. The Journal of Blacks in Higher Education, 27(27), 79–81. https://doi.org/https://doi.org/10.2307/2679016
- Fortanier, F., Kolk, A., & Pinkse, J. (2011). Harmonization in CSR reporting. Management International Review, 51(5), 665–665. https://doi.org/https://doi.org/10.1007/s11575-011-0089-9
- French, E., & Strachan, G. (2007). Equal opportunity outcomes for women in the finance industry in Australia: Evaluating the merit of EEO plans. Asia Pacific Journal of Human Resources, 45(3), 314–332. https://doi.org/https://doi.org/10.1177/1038411107082276.
- Friedman, R. A., & Davidson, M. N. (2001). Managing diversity and second-order conflict. International Journal of Conflict Management, 12(2), 132–153. https://doi.org/https://doi.org/10.1108/eb022853
- Frynas, J. G., Mellahi, K., & Pigman, G. A. (2006). First mover advantages in international business and firm‐specific political resources. Strategic Management Journal, 27(4), 321–345. https://doi.org/https://doi.org/10.1002/smj.519
- Gaur, A. S., & Lu, J. W. (2007). Ownership strategies and survival of foreign subsidiaries: Impacts of institutional distance and experience. Journal of Management, 33(1), 84–110. https://doi.org/https://doi.org/10.1177/0149206306295203
- Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5(1), 317–371. https://doi.org/https://doi.org/10.5465/19416520.2011.590299
- Guay, T., Doh, J. P., & Sinclair, G. (2004). Non-governmental organizations, shareholder activism, and socially responsible investments: Ethical, strategic, and governance implications. Journal of Business Ethics, 52(1), 125–139. https://doi.org/https://doi.org/10.1023/B:BUSI.0000033112.11461.69
- Hadjikhani, A., Lee, J. W., & Ghauri, P. (2008). A network view of MNCs codio-political behavior. Journal of Business Research, 61(9), 912–924. https://doi.org/https://doi.org/10.1016/j.jbusres.2007.10.001
- Hah, K., & Freeman, S. (2014). Multinational enterprise subsidiaries and their CSR: A conceptual framework of the management of CSR in smaller emerging economies. Journal of Business Ethics, 122(1), 125–136. https://doi.org/https://doi.org/10.1007/s10551-013-1753-8
- Hamilton, T. (2013). Beyond market signals: Negotiating marketplace politics and corporate responsibilities. Economic Geography, 89(3), 285–307. https://doi.org/https://doi.org/10.1111/ecge.12005
- Harcourt, M., Lam, H., & Harcourt, S. (2005). Discriminatory practices in hiring: Institutional and rational economic perspectives. The International Journal of Human Resource Management, 16(11), 2113–2132. https://doi.org/https://doi.org/10.1080/09585190500315125
- Helmhout, A., Deeg, R., & Greenwood, R. (2016). The MNE as a challenge to institutional theory: Key concepts, recent developments and empirical evidence. Journal of Management Studies, 53(1), 1–11.
- Hout, T. M., & Ghemawat, P. (2010). China vs the world whose technology is it? Harvard Business Review, 88(12), 94–103.
- Hughes, M., Powell, T. H., Chung, L., & Mellahi, K. (2017). Institutional and Resource‐based explanations for subsidiary performance. British Journal of Management, 28(3), 407–424. https://doi.org/https://doi.org/10.1111/1467-8551.12169
- Husted, B. W., & Allen, D. B. (2006). Corporate social responsibility in the multinational enterprise: Strategic and institutional approaches. Journal of International Business Studies, 37(6), 838–849. https://doi.org/https://doi.org/10.1057/palgrave.jibs.8400227
- Husted, B. W., Allen, D. B., & Kock, N. (2015). Value creation through social strategy. Business & Society, 54(2), 147–186.
- ILO. (2011). Equality at work: The continuing challenge. Global Report under the Follow-Up to the ILO Declaration on Fundamental Principles and Rights. International Labour Office.
- Ito, K., & Rose, E. L. (1994). The genealogical structure of Japanese firms: Parent‐subsidiary relationships. Strategic Management Journal, 15(S2), 35–51. https://doi.org/https://doi.org/10.1002/smj.4250151004
- Jamali, D. (2010). The CSR of MNC subsidiaries in developing countries: Global, local, substantive or diluted? Journal of Business Ethics, 93(S2), 181–200. https://doi.org/https://doi.org/10.1007/s10551-010-0560-8
- Jamali, D., Makarem, Y., & Willi, A. (2019). From diffusion to translation: Implementation of CSR practices in MNC subsidiaries. Social Responsibility Journal, 16(3), 309–327. https://doi.org/https://doi.org/10.1108/SRJ-05-2018-0108
- Jawahar, I., & McLaughlin, G. L. (2001). Toward a descriptive stakeholder theory: An organizational life cycle approach. Academy of Management Review, 26(3), 397–414. https://doi.org/https://doi.org/10.5465/amr.2001.4845803
- Kanter, R. M. (1977). Men and women of the corporation. Basic Books.
- Kolk, A., & Van Tulder, R. (2010). International business, corporate social responsibility and sustainable development. International Business Review, 19(2), 119–125. https://doi.org/https://doi.org/10.1016/j.ibusrev.2009.12.003
- Konrad, A. M., & Linnehan, F. (1995). Formalized HRM structures: Coordinating equal employment opportunity or concealing organizational practices? Academy of Management Journal, 38(3), 787–820. https://doi.org/https://doi.org/10.5465/256746
- Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 215–233.
- Kostova, T., & Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review, 24(1), 64–81. https://doi.org/https://doi.org/10.5465/amr.1999.1580441
- Kostova, T., Roth, K., & Dacin, M. T. (2008). Institutional theory in the study of multinational corporations: A critique and new directions. Academy of Management Review, 33(4), 994–1006. https://doi.org/https://doi.org/10.5465/amr.2008.34422026
- Kulkarni, M., & Rodrigues, C. (2014). Engagement with disability: Analysis of annual reports of Indian organizations. The International Journal of Human Resource Management, 25(11), 1547–1566. https://doi.org/https://doi.org/10.1080/09585192.2013.837088
- Lattemann, C., Fetscherin, M., Alon, I., Li, S., & Schneider, A. (2009). CSR communication intensity in chinese and indian multinational companies. Corporate Governance: An International Review, 17(4), 426–442. https://doi.org/https://doi.org/10.1111/j.1467-8683.2009.00758.x
- Lengnick‐Hall, M. L., Gaunt, P. M., & Kulkarni, M. (2008). Overlooked and underutilized: People with disabilities are an untapped human resource. Human Resource Management, 47(2), 255–273.
- Lindgreen, A., Swaen, V., & Johnston, W. J. (2009). Corporate social responsibility: An empirical investigation of US organizations. Journal of Business Ethics, 85(S2), 303–323. https://doi.org/https://doi.org/10.1007/s10551-008-9738-8
- Martinez, R. J., & Dacin, M. T. (1999). Efficiency motives and normative forces: Combining transactions costs and institutional logic. Journal of Management, 25(1), 75–96. https://doi.org/https://doi.org/10.1177/014920639902500104
- Mazboudi, M., Sidani, Y. M., & Al Ariss, A. (2020). Harmonization of firm CSR policies across national contexts: Evidence from Brazil & Sweden. International Business Review, 29(5), 101711.
- McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117–127. https://doi.org/https://doi.org/10.5465/amr.2001.4011987
- Mellahi, K., Demirbag, M., Collings, D. G., Tatoglu, E., & Hughes, M. (2013). Similarly different: A comparison of HRM practices in MNE subsidiaries and local firms in turkey. The International Journal of Human Resource Management, 24(12), 2339–2368. https://doi.org/https://doi.org/10.1080/09585192.2013.781434
- Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. https://doi.org/https://doi.org/10.1086/226550
- Milliken, F. J., Martins, L. L., & Morgan, H. (1998). Explaining organizational responsiveness to work-family issues: The role of human resource executives as issue interpreters. Academy of Management Journal, 41(5), 580–592.
- Ministry of Corporate Affairs. (2013). Companies act 2013, Government of India. http://www.mca.gov.in/Ministry/pdf/CompaniesAct2013.pdf
- Mishra, S., & Suar, D. (2010). Does corporate social responsibility influence firm performance of Indian companies? Journal of Business Ethics, 95(4), 571–601. https://doi.org/https://doi.org/10.1007/s10551-010-0441-1
- Miska, C., Witt, M. A., & Stahl, G. K. (2016). Drivers of global CSR integration and local CSR responsiveness: Evidence from Chinese MNEs. Business Ethics Quarterly, 26(3), 317–345. https://doi.org/https://doi.org/10.1017/beq.2016.13
- Momin, M. A., & Parker, L. D. (2013). Motivations for corporate social responsibility reporting by MNC subsidiaries in an emerging country: The case of Bangladesh. The British Accounting Review, 45(3), 215–228. https://doi.org/https://doi.org/10.1016/j.bar.2013.06.007
- Morgan, G., Campbell, J., Crouch, C., Pedersen, O. K., & Whitley, R. (2010). Introduction. In G. Morgan, J. Campbell, C. Crouch, O. K. Pedersen, & R. Whitley (Eds.), The oxford handbook of comparative institutional analysis (pp. 1–14). Oxford University Press.
- Neter, J., Kutner, M. H., Nachtsheim, C. J., & Wasserman, W. (1996). Applied linear statistical models. Irwin.
- Newson, M., & Deegan, C. (2002). Global expectations and their association with corporate social disclosure practices in Australia, Singapore, and South Korea. The International Journal of Accounting, 37(2), 183–213. https://doi.org/https://doi.org/10.1016/S0020-7063(02)00151-6
- Niskala, M., & Pretes, M. (1995). Environmental reporting in Finland: A note on the use of annual reports. Accounting, Organizations and Society, 20(6), 457–466. https://doi.org/https://doi.org/10.1016/0361-3682(94)00032-Q
- Noorderhaven, N. G., & Harzing, A. (2003). The “country-of-origin effect” in multinational corporations: Sources, mechanisms and moderating conditions. In N. G. Noorderhaven (Ed.), Management and international review (pp. 47–66). Springer.
- O’Riordan, L., & Fairbrass, J. (2014). Managing CSR stakeholder engagement: A new conceptual framework. Journal of Business Ethics, 125(1), 121–145.
- Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179. https://doi.org/https://doi.org/10.5465/amr.1991.4279002
- Park, B. I., Chidlow, A., & Choi, J. (2014). Corporate social responsibility: Stakeholders influence on MNEs’ activities. International Business Review, 23(5), 966–980. https://doi.org/https://doi.org/10.1016/j.ibusrev.2014.02.008
- Park, B. I., & Ghauri, P. N. (2015). Determinants influencing CSR practices in small and medium sized MNE subsidiaries: A stakeholder perspective. Journal of World Business, 50(1), 192–204. https://doi.org/https://doi.org/10.1016/j.jwb.2014.04.007
- Peslak, A. R. (2005). The importance of information technology: An empirical and longitudinal study of the annual reports of the 50 largest companies in the United States. Journal of Computer Information Systems, 45(3), 32–42.
- Porter, M. E., & Kramer, M. R. (2006). Strategy society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
- Rathert, N. (2016). Strategies of legitimation: MNEs and the adoption of CSR in response to host-country institutions. Journal of International Business Studies, 47(7), 858–879. https://doi.org/https://doi.org/10.1057/jibs.2016.19
- Reay, T., & Hinings, C. R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30(6), 629–652. https://doi.org/https://doi.org/10.1177/0170840609104803
- Regnér, P., & Edman, J. (2014). MNE institutional advantage: How subunits shape, transpose and evade host country institutions. Journal of International Business Studies, 45(3), 275–302. https://doi.org/https://doi.org/10.1057/jibs.2013.66
- Reimann, F., Ehrgott, M., Kaufmann, L., & Carter, C. R. (2012). Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies. Journal of International Management, 18(1), 1–17. https://doi.org/https://doi.org/10.1016/j.intman.2011.06.002
- Rettab, B., Brik, A. B., & Mellahi, K. (2009). A study of management perceptions of the impact of corporate social responsibility on organisational performance in emerging economies: The case of Dubai. Journal of Business Ethics, 89(3), 371–390. https://doi.org/https://doi.org/10.1007/s10551-008-0005-9
- Rizk, R., Dixon, R., & Woodhead, A. (2008). Corporate social and environmental reporting: A survey of disclosure practices in Egypt. Social Responsibility Journal, 4(3), 306–323. https://doi.org/https://doi.org/10.1108/17471110810892839
- Rodrigues, C., & Kulkarni, M. (2013). Indian organisations and their CSR disclosures: Interesting patterns and their ethical implications. In Academy of Management 2013 Annual Meeting.
- Rodriguez, P., Siegel, D. S., Hillman, A., & Eden, L. (2006). Three lenses on the multinational enterprise: Politics, corruption, and corporate social responsibility. Journal of International Business Studies, 37(6), 733–746. https://doi.org/https://doi.org/10.1057/palgrave.jibs.8400229
- Russo, A., & Perrini, F. (2010). Investigating stakeholder theory and social capital: CSR in large firms and SMEs. Journal of Business Ethics, 91(2), 207–221. https://doi.org/https://doi.org/10.1007/s10551-009-0079-z
- Salim, E. (2003). Striking a better balance: The World Bank Group and extractive industries. The Final Report of the Extractive Industry Review.
- Schilling, M. A. (2002). Technology success and failure in winner-take-all markets: The impact of learning orientation, timing, and network externalities. Academy of Management Journal, 45(2), 387–398.
- Scott, W. R. (2007). Institutions and organizations. Sage.
- Shirodkar, V., & Konara, P. (2017). Institutional distance and foreign subsidiary performance in emerging markets: Moderating effects of ownership strategy and host-country experience. Management International Review, 57(2), 179–207. https://doi.org/https://doi.org/10.1007/s11575-016-0301-z
- Smale, A. (2008). Foreign subsidiary perspectives on the mechanisms of global HRM integration. Human Resource Management Journal, 18(2), 135–153. https://doi.org/https://doi.org/10.1111/j.1748-8583.2007.00064.x
- Son Hing, L. S., Bobocel, D. R., & Zanna, M. P. (2002). Meritocracy and opposition to affirmative action: Making concessions in the face of discrimination. Journal of Personality and Social Psychology, 83(3), 493–509.
- Stanwick, P. A., & Stanwick, S. D. (1998). The relationship between corporate social performance, and organizational size, financial performance, and environmental performance: An empirical examination. Journal of Business Ethics, 17(2), 195–204. https://doi.org/https://doi.org/10.1023/A:1005784421547
- Sun, P., Mellahi, K., & Thun, E. (2010). The dynamic value of MNE political embeddedness: The case of the Chinese automobile industry. Journal of International Business Studies, 41(7), 1161–1182. https://doi.org/https://doi.org/10.1057/jibs.2009.94
- Surroca, J., Tribó, J. A., & Zahra, S. A. (2013). Stakeholder pressure on MNEs and the transfer of socially irresponsible practices to subsidiaries. Academy of Management Journal, 56(2), 549–572. https://doi.org/https://doi.org/10.5465/amj.2010.0962
- Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin, & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–46). Brooks/Cole.
- Tashman, P., Marano, V., & Kostova, T. (2019). Walking the walk or talking the talk? Corporate social responsibility decoupling in emerging market multinationals. Journal of International Business Studies, 50(2), 153–171. https://doi.org/https://doi.org/10.1057/s41267-018-0171-7
- Thornton, P. H., Hwang, H., Brymer, R. A., & Bierman, L. (2017). When and where does workplace diversity pay? Institutional and resource-based views. Academy of Management Proceedings, 2017(1), 13096. https://doi.org/https://doi.org/10.5465/AMBPP.2017.13096abstract
- Vives, A. (2004). The role of multilateral development institutions in fostering corporate social responsibility. Development, 47(3), 45–52. https://doi.org/https://doi.org/10.1057/palgrave.development.1100065
- Vogel, D. (2006). The market for virtue. Brookings Institute.
- Wanderley, L. S. O., Lucian, R., Farache, F., de Sousa Filho, J. & Milton, (2008). CSR information disclosure on the web: A context-based approach analysing the influence of country of origin and industry sector. Journal of Business Ethics, 82(2), 369–378. https://doi.org/https://doi.org/10.1007/s10551-008-9892-z
- Wang, H., Tong, L., Takeuchi, R., & George, G. (2016). Corporate social responsibility: An overview and new research directions: Thematic issue on corporate social responsibility [from the editors]. Academy of Management Journal, 59(2), 534–544. https://doi.org/https://doi.org/10.5465/amj.2016.5001
- Welford, R. (2005). Corporate social responsibility in Europe, North America and Asia: 2004 survey results. Journal of Corporate Citizenship, 2005(17), 33–52. https://doi.org/https://doi.org/10.9774/GLEAF.4700.2005.sp.00007
- Yamin, M., & Andersson, U. (2011). Subsidiary importance in the MNC: What role does internal embeddedness play? International Business Review, 20(2), 151–162. https://doi.org/https://doi.org/10.1016/j.ibusrev.2010.07.005
- Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36(1), 6–38.
- Yang, X., & Rivers, C. (2009). Antecedents of CSR practices in MNCs’ subsidiaries: A stakeholder and institutional perspective. Journal of Business Ethics, 86(S2), 155–169. https://doi.org/https://doi.org/10.1007/s10551-009-0191-0
- Yang, Q., Mudambi, R., & Meyer, K. E. (2008). Conventional and reverse knowledge flows in multinational corporations. Journal of Management, 34(5), 882–902. https://doi.org/https://doi.org/10.1177/0149206308321546
- Yin, J., & Jamali, D. (2016). Strategic corporate social responsibility of multinational companies subsidiaries in emerging markets: Evidence from china. Long Range Planning, 49(5), 541–558. https://doi.org/https://doi.org/10.1016/j.lrp.2015.12.024
- Zhang, M. M., Zhu, C. J., Dowling, P., & Fan, D. (2017). Subsidiary responses to the institutional characteristics of the host country: Strategies of multinational enterprises towards hukou-based discriminatory HRM practices in china. Personnel Review, 46(5), 870–890. https://doi.org/https://doi.org/10.1108/PR-08-2015-0222
- Zhao, M., Park, S. H., & Zhou, N. (2014). MNC strategy and social adaptation in emerging markets. Journal of International Business Studies, 45(7), 842–861. https://doi.org/https://doi.org/10.1057/jibs.2014.8