Background

The rapid pace of globalization along with internationalization, challenge global MNCs to contemplate with a wide range of stakeholders. The demands of integrating CSR into the strategic outlook is becoming more essential, in order to balance home-country’s and host-country’s expectations. Previous research has defined three different CSR strategies that is utilized when having business operations in multiple countries. Although, there is a limited research regarding the design and implementation of these strategies and what influences each approach. Hence, this gap makes it interesting for further research.

Purpose

The aim of this thesis is to investigate the influencing factors for MNCs to use a global, glocal or local CSR strategy, when internationalizing.

Method

This thesis is based on a qualitative research approach, where the empirical findings were gathered through interviews with five Swedish MNCs, with one participant from each corporation, working extensively with CSR.

Findings

Most MNCs believe they have a global CSR strategy, while the findings implied that the sampled MNCs are moving towards a glocal CSR approach. It is evident that actual strategic practices deviate from theory, however, the major factors found were in consistency with existing literature. New factors that were identified that influences MNCs choice of strategy were listed corporations, low versus high-risk countries, and different approaches of a centralized structure.