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Leveraging CSR to Gain MNE Legitimacy in Post-Arab Spring Morocco

  • Rick MolzEmail author
  • Gwyneth Edwards
  • Salma Msefer
Chapter
Part of the Palgrave Studies in Governance, Leadership and Responsibility book series (PSGLR)

Abstract

This research examines the activities of ten MNE Moroccan subsidiaries following the Arab Spring. Through onsite subsidiary interviews and site visits, along with analysis of public and corporate documents, the research explores how the MNE subsidiaries sought local legitimacy, through institutional work. The study finds that the subsidiaries strategically used CSR to respond proactively in their host environments during a period of institutional instability. These CSR actions ranged from the informal to the formal, from engagement with local actors to the introduction of new corporate CSR standards and practices. The findings suggest that CSR as a form of institutional work is an effective response to institutional change caused by social movements, benefiting not only the MNEs themselves, but also society in general.

Keywords

CSR Legitimacy MNE subsidiaries Institutional work Arab Spring Morocco 

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Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.John Molson School of Business, Concordia UniversityMontrealCanada
  2. 2.HEC MontrealMontrealCanada
  3. 3.Business Development Bank of CanadaMontrealCanada

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