Abstract
AbstractInternationalization of business has become an emergent reality of emerging economy firms like from China and India. Through internationalization initiatives, firms expand its product market scope beyond domestic boundaries. Sociological theory of the firm posits that firms are embedded in society. Given the tenets of stakeholder theory, a firm has to address stakeholder issues even in the context of foreign countries post international expansion. In this research, the author conducted in‐depth interviews of 34 Indian CSR managers who have been involved in international CSR operations. The data were thematic, intensity, and relational content analyzed for insights. Findings related to both international CSR planning and implementation. The key findings indicated that Indian firms were more inclined to replicate in foreign contexts their CSR activities, which were being carried out domestically. Most international CSR decisions were planned and administered from Indian home CSR office. The nature of resources and capabilities that Indian firms deployed in foreign countries were mostly of Indian origin. Further, the defining processes involved in the management of international CSR were majorly designed by Indian home CSR office.
Published Version
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