#4941. Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

July 2026publication date
Proposal available till 02-06-2025
4 total number of authors per manuscript0 $

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Journal’s subject area:
Business and International Management;
Strategy and Management;
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Abstract:
This study aims to develop a conceptual model to examine the impact of four organizational factors (expatriate managers, stakeholder engagement, corporate social mission and demand management) on the social response activities and their subsequent effect on corporate social performance among subsidiaries of multinational enterprises (MNEs). This study uses data collected from 115 subsidiaries. It also applies a partial least square regression to test the hypotheses proposed in a comprehensive framework. This study reveals that each of these factors, with the exception of expatriate managers, is found to positively influence the adoption of social response activities by MNE’s subsidiaries. Despite years of encouragement from scholars and theorists, studies have generally shown no interest in corporate social response as a strategic process that safeguards the well-being of host society. This paper proposes a comprehensive model for identifying the antecedents and one consequence of corporate social response activities of MNE’s subsidiaries.
Keywords:
Corporate social performance; Corporate social response; MNE; Multinational enterprise; Organizational factors; Stakeholder theory; Tunisia

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