| Anotācija |
Hassan, A. Developing a Strategic Framework for Corporate Social Responsibility in Multinational Corporations. Master's Thesis / Hassan, A., Kreicbergs, T. (2026). Riga: RTU FEEM professional mmaster'sstudy program “Entrepreneurship and Management”, 91p.
This research provides a strategic approach to Corporate Social Responsibility (CSR) in multinational corporations (MNCs), emphasizing how CSR can be embedded in corporate strategy to build customer trust. CSR has transitioned from voluntary philanthropy to a strategic management practice influenced by stakeholder interests, institutional pressures, legitimacy, and global sustainability principles. MNCs are especially challenging because they need to ensure global CSR uniformity while being responsive to local regulatory, cultural, and stakeholder contexts. The research design was quantitative, and primary data were gathered via a questionnaire from 248 managers and professionals involved in CSR, sustainability, strategy, governance, and compliance. The study explored the impact of stakeholder interests, institutional pressures, legitimacy, drivers, and implementation factors on CSR strategy design, CSR strategic decisions, and CSR implementation effectiveness. The results suggest that CSR strategy in MNCs is influenced by external pressures and internal implementation factors. Governance integration, strategic planning, performance, stakeholder engagement, and implementation monitoring are essential for effective CSR. The research adds value by developing an integrated CSR strategy framework to facilitate credible, consistent, and trustworthy CSR practices in MNCs.
Keywords: Corporate Social Responsibility, Multinational Corporations, CSR Strategy, Customer Trust, Stakeholder Pressure. |
