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The Effects of Top Management Team National Diversity and Institutional Uncertainty on Subsidiary CSR Focus

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Abstract

This research investigates how top management team national diversity (TMTND) and corporate social responsibility (CSR) institutional uncertainty affect strategic CSR focus in foreign-owned subsidiaries. The paper develops a theoretical framework based on institutional theory and upper echelon perspectives to test a sample of MNE subsidiaries. Survey data were collected from subsidiaries in Thailand and Taiwan. Non-symmetric analysis suggests that while TMTND plays an important role in establishing a CSR focus, it is not conducive in itself to high-performance outcomes. Performance is measured by market share, sales growth, and profitability for each subsidiary. The results also show that there are notable differences between the subsidiaries located in Thailand and Taiwan as to what extent CSR strategic focus and top management team national diversity are relevant for high-performance outcomes. The study demonstrates that the links between CSR, TMTND, and subsidiary performance are much more complex than previously assumed.

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Notes

  1. While diversity in gender, age, race, religion, and other, we follow the arguments by Gong (2006), Hambrick et al. (1998), Salk and Shenkar (2001) who argue that in multinational teams, the nationality is a trait of exalted importance.

  2. Contrarian case analysis is undertaken to show that there are cases in the sample that are counter to linear or theoretical assumptions. For instance, Table 5 shows that there are some subsidiaries that perform high, even though they report little CSR. Contrarian case analysis is often done before fsQCA is conducted to show that fsQCA is relevant.

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Acknowledgements

Preparation of this paper is supported in part by The Open University of Hong Kong, University, Thammasat University, and Bucknell University. The authors gratefully acknowledge support from the James & Elizabeth Freeman Chair in Management at Bucknell University.

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Authors and Affiliations

  1. Lee Shau Kee School of Business and Administration, The Open University of Hong Kong, 30 Good Shepherd St, Ho Man Tin, Hong Kong

    Sven Dahms

  2. Thammasat Business School, Thammasat University, 2 Prachan Road, Pranakorn, Bangkok, 10200, Thailand

    Suthikorn Kingkaew

  3. Freeman College of Management, Bucknell University, 1 Dent Dr, Lewisburg, PA, 17837, USA

    Eddy S. Ng

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  1. Sven Dahms
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Appendix 1: Structural model and model fit

Appendix 1: Structural model and model fit

 

Path coefficient

P-Value

Top management team national diversity and strategic CSR focus

0.102

0.069

CSR uncertainty and strategic CSR focus

− 0.153

0.013

Intra-organizational network strength and strategic CSR focus

0.045

0.260

Inter-organizational network strength and strategic CSR focus

0.316

 < 0.001

A strategic CSR focus and subsidiary performance

0.308

 < 0.001

 

Baseline model

Range

Average path coefficient (APC)

0.136, P = 0.012

P <  = 0.05

Average R2 (ARS)

0.330, P < 0.001

P <  = 0.05

Average adjusted R2 (AARS)

0.293, P < 0.001

P <  = 0.05

Average block VIF (AVIF)

1.38

Acceptable if <  = 5, ideally <  = 3.3

Average full collinearity VIF (AFVIF)

1.519

Acceptable if <  = 5, ideally <  = 3.3

Tenenhaus GoF (GoF)

0.528

Small >  = 0.1, medium >  = 0.25, large >  = 0.36

Simpson's paradox ratio (SPR)

0.857

Acceptable if >  = 0.7, ideally = 1

R2 contribution ratio (RSCR)

0.973

Acceptable if >  = 0.9, ideally = 1

Statistical suppression ratio (SSR)

0.762

Acceptable if >  = 0.7

Nonlinear bivariate causality direction ratio

(NLBCDR)

1.000

Acceptable if >  = 0.7

Standardized root mean squared residual

(SRMR)

0.079

acceptable if <  = 0.1

Standardized mean absolute residual (SMAR)

0.062

acceptable if <  = 0.1

Standardized chi-squared with 702 degrees

of freedom (SChS)

15.607

P < 0.001

Standardized threshold difference count ratio

(STDCR)

0.982

Acceptable if >  = 0.7, ideally = 1

Standardized threshold difference sum ratio

(STDSR)

0.931

Acceptable if >  = 0.7, ideally = 1

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Dahms, S., Kingkaew, S. & S. Ng, E. The Effects of Top Management Team National Diversity and Institutional Uncertainty on Subsidiary CSR Focus. J Bus Ethics 177, 699–715 (2022). https://doi.org/10.1007/s10551-020-04721-z

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