Different perceptions of company leaders: Corporate social responsibility in Brazil and India
DOI:
https://doi.org/10.18568/1980-4865.10118-29Keywords:
Corporate Social Responsibility, Institutional Theory, Emerging CountriesAbstract
This article evaluates corporate social responsibility strategies and efforts to implement them in a Brazilian oil and gas multinational and an Indian steel multinational. Qualitative research was conducted through interviews with executives of both companies, and a content analysis and comparison of approaches to corporate social responsibility and engagement with stakeholders were made. The evidence from this research shows that the type of corporate social responsibility adopted by each company depends on the ethical values, socio-economic environment, legal and institutional framework of the country in which the firm operates.
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