Table 3 Differences and similarities in the CSR reports based on the four themes in Chinese and non-Chinese companies (qualitative analysis)
Corporate social responsiveness | |||
|---|---|---|---|
CSR Theme | Similarities | Differences | |
Social | CSR principles | Similar principles of encouraging employee volunteerism. | The reports of Chinese companies are more prone to discuss compliance with government regulations and other legal requirements, as well as express allegiance via patriotic statements or other confirmations of loyalty like the adherence to building “Harmonious Society”. |
Processes of responsiveness | Similarities in mechanisms and procedures of interacting with the local community with regard to social obligations. | ||
Outcomes of corporate behavior | Similar outcomes with charity-based programs and projects targeting a range of social problems especially in the local community. | ||
Environmental | CSR principles | Both Chinese and non-Chinses companies are adhering to international environmental standards like ISO 4001 or LEED. | |
Processes of responsiveness | Non-Chinese companies tend to partner with international organizations, as well as domestic NGOs and other interest groups, while Chinese companies mostly focus on developing contacts with domestic organizations (domestic NGOs, schools, municipalities and other partners). | ||
Outcomes of corporate behavior | Similar outcomes with a diversity of local initiatives targeting various aspects of environmental protection. | ||
Ethics | CSR principles | Both groups adhere to international standards of ethical behavior such as the United Nations Global Compact | There is a discernable tendency of Chinese MNEs to emphasize their allegiance to domestic regulators especially regarding such legal matters as corruption. Non-Chinese MNEs put forward a more global message of ethical responsiveness appealing to stakeholders and shareholders worldwide. |
Processes of responsiveness | Both groups emphasize their extensive codes of ethical behavior and integrity. | ||
Outcomes of corporate behavior | Both groups describe various programs to combat unethical behaviors, including anti-bribery training for employees. | ||
Stakeholders | CSR principles | Both groups emphasize the importance of stakeholder management. | |
Processes of responsiveness | There is a slight tendency of Chinese companies to rely more on top management in collecting data on their stakeholders, while non-Chinese companies overall have more democratic procedures involving various mechanisms of two-way communication with their stakeholders. | ||
Outcomes of corporate behavior | There are similarities across the board concerning programs and initiatives aimed at strengthening the relationships with various stakeholders, for example, employee volunteer programs to build trust and improve moral. | ||