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Table Of Contents

Purpose
Theoretical Framework
Research Questions
Chapter II: Literature Review
Conceptualization of CSR: A Contested Terrain
Dimensions of CSR
MNCs’ CSR
MNCs’ CSR and PR: The Missing Link
Chapter III: Method
Overview of Method
Qualitative Interviewing
Validity
Procedure
Corporations Studied
Participants
Data Analysis
Chapter IV: Results
Centralization Ruled
Moving Toward the Transnational End
Strategic Position and Strategic Orientation
Definitions of CSR: Convergences and Divergences
Issues of Interest
Why These Issues?
What is PR?
Who and How to Manage CSR?
Evaluation: The Messy Area
Perceptions of CSR: Consensus and Disagreement
Public Relations’ Role in Their Eyes
Collaboration with Government Organs
Chapter V: Discussion and Implication
Summary of Results
Implications for MNCs
Implications for International Public Relations
Implications for Theory
Limitations
Suggestions for Future Research
Appendix 1
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Public Relations and MNCs' Corporate Social Responsibility From a Developing Country's Perspective

Public Relations and MNCs' Corporate Social Responsibility From a Developing Country's Perspective

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Published by St Ramst
Amongst heated discussions of multinational companies’ social
responsibilities, the study examined a three-dimensional model (Arthaud-Day, 2005)
of social responsibility management by multinational corporations operating in a
developing country—China, and further built an enhanced understanding in public
relations and CSR. Eighteen participants (half communicators, half employees) from
eight multinationals were interviewed over the telephone. Results identified two types
of strategic orientations—global and transnational and four universal CSR issues (the
underprivileged, education, environment, and community). Results also showed a
dominant perception of public relations as “publicity” or “media relations,” and
communication at best. But most communicators and employees suggested a strategic
role for public relations in managing their companies’ CSR strategies. Specifically,
the public relations function was proposed to act as coordinator, leader in
formulation, implementation and evaluation process, or a helping hand for the human
resources function. Other cultural nuances and implications were also discussed.
Amongst heated discussions of multinational companies’ social
responsibilities, the study examined a three-dimensional model (Arthaud-Day, 2005)
of social responsibility management by multinational corporations operating in a
developing country—China, and further built an enhanced understanding in public
relations and CSR. Eighteen participants (half communicators, half employees) from
eight multinationals were interviewed over the telephone. Results identified two types
of strategic orientations—global and transnational and four universal CSR issues (the
underprivileged, education, environment, and community). Results also showed a
dominant perception of public relations as “publicity” or “media relations,” and
communication at best. But most communicators and employees suggested a strategic
role for public relations in managing their companies’ CSR strategies. Specifically,
the public relations function was proposed to act as coordinator, leader in
formulation, implementation and evaluation process, or a helping hand for the human
resources function. Other cultural nuances and implications were also discussed.

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Published by: St Ramst on Jun 14, 2013
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