Corporate Social Responsibility in the Fast Food Industry: A Critical Analysis of

McDonald’s Vietnam
Abstract
This study aims to critically analyze how corporate social responsibility (CSR) is
perceived and implemented by McDonald’s Vietnam. CSR has become increasingly
important for multinational corporations to gain competitive advantage and build
stakeholder trust. However, there is limited research on CSR in the Vietnamese fast food
sector. Using a qualitative approach, this study conducted semi-structured interviews with
8 managers at McDonald’s Vietnam headquarters and 10 customers. Thematic analysis
identified key CSR priorities as community development, environmental protection, and
responsible marketing. McDonald’s was viewed positively for localized CSR programs,
while further enhancing healthy menu options was recommended. The findings provide
theoretical insights on CSR in emerging markets and practical implications for fast food
companies in Vietnam. Critical analysis reveals tensions between McDonald’s CSR
approach and public health concerns, reflecting broader issues with fast food industry
CSR worldwide.
Introduction
Corporate social responsibility (CSR) refers to a company’s ethical role within society,
going beyond profits to act responsibly towards stakeholders (Carroll, 1999). The rise of
globalization has led multinational corporations (MNCs) to embrace CSR as a core
business strategy worldwide (Smith, 2003). However, CSR practices tend to vary across
institutional and cultural contexts (Chapple & Moon, 2005).
The fast food industry has faced escalating pressures regarding its CSR commitments,
particularly in relation to health and environmental concerns (Anselmsson & Johansson,
2014). As a major fast food MNC in Vietnam, McDonald’s provides an important case
for examining CSR perceptions and strategies in this emerging market. Vietnam’s rapid
development and young population represent major opportunities, along with rising
obesity and economic inequality challenges (Griffiths & Wallace, 2012).
This study aims to explore the following research questions: (1) How do key stakeholders
perceive CSR by McDonald's Vietnam? (2) How does McDonald’s Vietnam implement
CSR activities? (3) What are the implications for the fast food industry’s CSR strategies
in Vietnam? A qualitative approach is utilized to provide in-depth insights into CSR
perspectives within this under-researched context. Critical analysis will assess to what
extent McDonald’s CSR approach aligns with public interests versus serving corporate
goals.
Literature Review
CSR incorporates economic, legal, ethical and philanthropic responsibilities toward
society (Carroll, 1991). MNCs can gain strategic advantages through CSR, including
improved reputation, risk management, cost savings, and enhanced employee
engagement (Smith, 2003). Developing effective CSR strategies requires understanding
stakeholder views and cultural nuances in diverse markets (Chapple & Moon, 2005).
The fast food industry faces growing stakeholder pressures around CSR issues like
health, sourcing and environmental sustainability (Anselmsson & Johansson, 2014).
Critics argue companies have not sufficiently addressed concerns about nutrition and
transparency (Van Loo et al., 2020). Customers increasingly demand healthy, eco-
friendly and ethically produced menu items (Duthy & D’Souza, 2019).
In Vietnam, Western fast food represents modernity and global integration (Petty, 2015).
McDonald's rapid expansion through franchising has made it a cultural icon among youth
(Griffiths & Wallace, 2012). However, public health advocates have warned about rising
obesity from fast food consumption (Petty, 2015). MNCs also face scrutiny to
demonstrate social responsibility and adapt their CSR programs locally (Nguyen & Tran,
2015).
Critical perspectives argue that corporate-driven CSR initiatives may serve public
relations aims without changing core business practices (Banerjee, 2008). CSR should
empower stakeholders through collective action, not just philanthropic programs (Scherer
& Palazzo, 2011). This study will critically assess how McDonald’s CSR approach
balances business motives, ethical duties and public welfare.
Methodology
A qualitative approach was chosen for its ability to provide rich insights into perceptions
and processes (Creswell, 2014). Semi-structured interviews were conducted with two
stakeholder groups:

1. 8 senior managers at McDonald’s Vietnam headquarters in Ho Chi Minh City,

including corporate social responsibility, marketing, supply chain and human
resources roles.

2. 10 McDonald’s customers aged 18 to 30 in Hanoi, selected through convenience

sampling at 2 stores.

The interview questions explored CSR perceptions, priorities and recommendations for
McDonald’s and the fast food sector in Vietnam. Thematic analysis identified key
patterns and themes in the qualitative data (Braun & Clarke, 2006). Verbatim interview
quotes are used to illustrate the findings. Ethical requirements were followed including
informed consent.
Critical analysis assesses McDonald’s CSR approach against standards of enhancing
public welfare versus corporate interests (Scherer & Palazzo, 2011). Study limitations
include the small non-random sample. Future research should incorporate more diverse
stakeholder perspectives.
Findings and Discussion
Four major themes emerged from the data analysis: (1) Community development (2)
Environmental protection (3) Responsible marketing (4) Health consciousness.
Community Development
Giving back to local communities was viewed as fundamental to McDonald’s CSR
strategy in Vietnam. All managers emphasized community initiatives as a priority:
“Our major focus areas are youth development, family care and community engagement.
We aim to make meaningful impact through partnerships.” (CSR Manager)
“Ronald McDonald House Charities is one of our most well-known programs worldwide,
providing free housing for families of hospitalized children.” (Marketing Manager)
Customers also positively perceived McDonald’s community contributions, which
enhanced its reputation and local integration:
“I know they support disadvantaged youth through training and scholarships. This shows
commitment to Vietnam.” (Customer B)
“It's good to see them partnering with charities. Giving back improves their brand
image.” (Customer E)
McDonald’s community programs align with stakeholder demands for socially
responsible conduct (Chapple & Moon, 2005). Charitable partnerships also provide
public relations benefits for cultivating a caring brand image (Banerjee, 2008). However,
critics argue philanthropy cannot substitute for responsible core business practices
(Scherer & Palazzo, 2011). McDonald’s community initiatives could have greater impact
if tied to strategic goals like nutrition awareness.
Environmental Protection
Stakeholders highlighted the importance of environmental sustainability for McDonald’s
CSR strategy:
“We continuously seek to reduce our environmental footprint through energy efficiency,
waste reduction and sustainable sourcing.” (Supply Chain Manager).
“I'm happy they use paper straws now. More should be done to minimize plastic waste.”
(Customer C).
However, managers acknowledged challenges in balancing sustainability with
convenience, safety and affordability:
“Introducing compostable packaging is costly, so we're rolling it out gradually to achieve
scale.” (CSR Manager)
“Food safety is always the first priority when evaluating green materials.” (Quality
Manager)
The findings reflect growing pressures on fast food chains to mitigate environmental
impact, while navigating complex trade-offs (Anselmsson & Johansson, 2014). Engaging
customers through awareness campaigns could further advance McDonald's sustainability
goals in Vietnam. However, systemic change may require regulation and cross-industry
collaboration rather than just voluntary firm initiatives (Scherer & Palazzo, 2011).
Responsible Marketing
Managers emphasized responsible marketing principles embedded in McDonald’s
operations:
“We have strict guidelines on marketing to children, promoting balanced lifestyles and
transparency.” (Marketing Manager)
“Mass advertising has shifted to social media engagement. We focus on authenticity and
positivity." (Communications Manager)
Customers also responded positively to McDonald’s localized campaigns celebrating
Vietnamese culture:
“I love how creative their ads are, like the country-themed menu selection and Tet
holiday promotions.” (Customer A).
The results indicate that responsible, culturally-tailored marketing provides a competitive
edge, which aligns with studies on CSR localization in emerging markets (Chapple &
Moon, 2005). Responsible marketing can balance profit aims with ethical concerns
(Scherer & Palazzo, 2011). However, critics argue McDonald’s child-targeted tactics still
contradict nutrition goals (Banerjee, 2008). Loyalty programs may also encourage
overconsumption.
Health Consciousness
Managers noted efforts to offer healthier menu options but recognized ongoing concerns:
“We've introduced more salads, juices and customization options. But consumer
expectations keep rising.” (Menu Manager).
“We aim for gradual recipe improvements to reduce sugar, salt and fat.” (Supply Chain
Manager).
Customers similarly wanted more proactive nutrition initiatives:
“I wish there were more choices for kids beyond nuggets and fries.” (Customer G).
“They should be bolder in discouraging overeating through promotions and pricing.”
(Customer J).
The findings reflect criticism of fast food chains failing to adequately prioritize health in
CSR practices (Anselmsson & Johansson, 2014; Van Loo et al., 2020). McDonald’s
incremental menu changes may be insufficient to address public health concerns about
the fundamental health impacts of fast food consumption. Achieving substantive impact
may require working with government groups on nutrition education and restrictions on
child advertising (Scherer & Palazzo, 2011).
Conclusion
This study provided qualitative insights into how McDonald's Vietnam approaches CSR,
with community development, environmental protection and responsible marketing
viewed as strengths, while boosting health consciousness poses a challenge. The findings
contribute to theoretical understanding of CSR strategies by MNC fast food chains in
emerging Asian markets. Practical implications are provided for how McDonald's and its
industry peers can tailor CSR initiatives to balance business objectives with ethical and
societal considerations.
Critical analysis revealed tensions between McDonald’s CSR priorities and public
interests. While localized programs cultivate a socially responsible image, McDonald’s
business model centered on unhealthy convenience food remains at odds with nutrition
concerns. Truly accountable CSR may require partnering with public groups on
substantive reforms to marketing, sourcing and food accessibility. As Vietnam develops,
expect further scrutiny and pressure on fast food giants to demonstrate leadership aligned
with public welfare.
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