Abstract
Though widely considered to be a force for good, corporate social responsibility (CSR) programs can spark negative fallout. What the leaders of a particular firm assume to be beneficial to society may not necessarily be perceived as such by their current and potential customers. In today's globalized market, consumers from varied cultural backgrounds are likely to espouse different norms, values, and beliefs, which will certainly influence their response to CSR programs. To ensure that social responsibility programs further organizational objectives without alienating customers, the leaders of profit‐making entities working in multicultural environments must learn to distinguish between the normative and instrumental grounds for CSR initiatives, factor in the cultural concerns of their stakeholders, and strategically assess the legitimacy of their CSR efforts early in the design and implementation stages. © 2016 Wiley Periodicals, Inc.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
