While Corporate Social Responsibility (CSR) is recognized as having various national meanings and practices, The research has not sufficiently investigated how multinationals simultaneously achieve integrated global CSR and its local adaptation. Through a case study conducted at ASICS, a Japanese multinational, we show how this organizational dilemma can be solved by a form of institutional work (hybridization) carried out by CSR managers in subsidiaries to combine and adapt the different institutional approaches to CSR. The notion of work of hybridization (1) reveals a set of practices that contribute to institutional change within organizations and (2) enriches the study of organizational change of CSR and International Management, showing how hybridization work leads to greater integration between head office and subsidiaries, and identifying the triggers for subsidiary initiative.
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Nous avons eu le plaisir de coordonner ensemble pendant 3 ans les séminaires du CEFAG. Le CEFAG, c’est un programme de formation doctorale développé par la FNEGE depuis près de quarante ans, sous forme de 3 séminaires résidentiels d’une semaine. Il accueille chaque année une douzaine de doctorants sélectionnés au plan national. Dans cet ouvrage, nous avons voulu raconter pour partager (même si cela reste nécessairement partiel) ce qui se joue en termes d’apprentissage et d’expérience durant ces séminaires.
- Tendances
- Pédagogie du Management
