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Πεδίο DCΤιμήΓλώσσα
dc.contributor.authorWilliamson, Peter J.-
dc.contributor.authorSymeou, Pavlos C.-
dc.contributor.authorZyglidopoulos, Stelios-
dc.date.accessioned2021-08-24T09:22:08Z-
dc.date.available2021-08-24T09:22:08Z-
dc.date.issued2021-
dc.identifier.citationGlobal Strategy Journal, 2021en_US
dc.identifier.issn20425805-
dc.identifier.urihttps://hdl.handle.net/20.500.14279/22862-
dc.description.abstractResearch Summary: This article examines how different international diversification strategies impact the legitimacy challenges multinationals face and the way they manage their corporate and social responsibilities. Analyzing these questions in a sample of companies in extractive industries, we find that those who pursue resource-seeking investments that involve locating extraction operations overseas respond with the largest improvement in their corporate-level social performance (CSP). Those pursuing efficiency-seeking by establishing processing subsidiaries abroad increase their CSP less, with the smallest increase for those pursuing market-seeking through marketing and sales operations overseas. For each type of activity established overseas, the increase in CSP becomes greater the more developed the company's home country and the larger its international footprint, but is not dependent on the host country's level of development. These findings suggest that, in today's globalized world, the legitimacy challenges that result from subsidiaries' activities increasingly need to be managed at a global, corporate level. Managerial Summary: This article investigates the relationships between different international diversification strategies, the different legitimacy challenges they create, and corporate-level social performance (CSP) responses. For multinationals operating in the extractive industries, we find important legitimacy spillovers from different types of subsidiary activities on the corporation, but these also vary, leading it to respond with differential increases in global CSP. These increases are greatest for resource-seeking diversification, involving the location of extractive activities abroad, moderate for efficiency-seeking diversification, involving the location of processing activities and least for market-seeking diversification, involving the location of marketing and sales activities. For each type of subsidiary activity, we also find that the increases in CSP are larger the more developed the company's home country and the larger its international footprint, but are not dependent on the host country's level of development. We show how these results extend existing theory and draw implications for management practice.en_US
dc.formatpdfen_US
dc.language.isoenen_US
dc.relation.ispartofGlobal Strategy Journalen_US
dc.rightsThis is an open access article under the terms of the Creative Commons Attributionen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectCorporate social performanceen_US
dc.subjectExtractive industriesen_US
dc.subjectForeign subsidiary activitiesen_US
dc.subjectInternational diversificationen_US
dc.subjectLegitimacyen_US
dc.titleInternational diversification, legitimacy, and corporate social performance of extractive industry multinationalsen_US
dc.typeArticleen_US
dc.collaborationUniversity of Cambridgeen_US
dc.collaborationCyprus University of Technologyen_US
dc.collaborationKedge Business Schoolen_US
dc.subject.categoryEconomics and Businessen_US
dc.journalsOpen Accessen_US
dc.countryUnited Kingdomen_US
dc.countryCyprusen_US
dc.countryFranceen_US
dc.subject.fieldSocial Sciencesen_US
dc.publicationPeer Revieweden_US
dc.identifier.doi10.1002/gsj.1405en_US
dc.identifier.scopus2-s2.0-85105466145-
dc.identifier.urlhttps://api.elsevier.com/content/abstract/scopus_id/85105466145-
cut.common.academicyear2020-2021en_US
item.fulltextWith Fulltext-
item.languageiso639-1en-
item.grantfulltextopen-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.cerifentitytypePublications-
item.openairetypearticle-
crisitem.journal.journalissn2042-5805-
crisitem.journal.publisherWiley-
crisitem.author.deptDepartment of Management, Entrepreneurship and Digital Business-
crisitem.author.facultyFaculty of Tourism Management, Hospitality and Entrepreneurship-
crisitem.author.orcid0000-0001-8414-4586-
crisitem.author.parentorgFaculty of Tourism Management, Hospitality and Entrepreneurship-
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