MNCs’ Corporate Social Innovation in Emerging Markets: Antecedents, Outcomes, and Boundary Conditions
研究了150家在尼日利亚运营的跨国公司，发现率先采取社会行动的跨国公司更可能进行企业社会创新，进而创造社会价值，且本地嵌入会强化这一路径。
Abstract This study examines (i) the relationship between first social mover multinational corporations (MNCs) and corporate social innovation (CSI); (ii) the impact of MNCs’ CSI on social value creation; and (iii) the moderating role of local embeddedness on the relationship between the first social mover MNCs, CSI, and social value creation. The study builds from the behavioral theory of social entrepreneurship. Primary data was collected from 150 MNCs operating in Nigeria—a social and resource-constrained emerging market in sub-Saharan Africa. Findings show that there is a positive relationship between first social mover MNCs and CSI. The findings also show that CSI has a positive relationship with social value creation. Furthermore, the findings reveal that local embeddedness strengthens the path between first social mover MNCs, CSI, and social value creation path. These findings have important implications for CSI and international management research as well as the growth and management of MNCs operating in emerging markets in sub-Saharan Africa.