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Perception and legitimation of CSR within a multinational firm: the case of the Dexia group
[Perception et légitimation de la RSE au sein d'une multinationale : le cas du groupe Dexia]

Author

Listed:
  • Michel Barabel

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Monique Combes-Joret

    (REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne)

  • Olivier Meier

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Isabelle Nicolaï

    (LGI - Laboratoire Génie Industriel - EA 2606 - CentraleSupélec)

Abstract

This article provides an analysis of the CSR strategy and practices of a multinational company using the example of the " sustainable development bank " Dexia. It is based on examination of some thirty interviews with directors and managers of the Dexia Group (levels n-2 to n-4), as well as the use of various secondary sources (activity reports, sustainable development reports, specific memoranda, workshops, etc.). We conducted a twofold inquiry, one in terms of theory and the other in terms of practice: first, what are the most useful analytical frameworks for examining the emergence and structuring of a sustainable development and corporate responsibility programme for a company such as Dexia? Second, does Dexia operate a bona fide sustainable development strategy or is this position simply a reflection of the context and systems adopted by those with whom the company interacts?

Suggested Citation

  • Michel Barabel & Monique Combes-Joret & Olivier Meier & Isabelle Nicolaï, 2010. "Perception and legitimation of CSR within a multinational firm: the case of the Dexia group [Perception et légitimation de la RSE au sein d'une multinationale : le cas du groupe Dexia]," Post-Print hal-01710109, HAL.
    • Handle: RePEc:hal:journl:hal-01710109
    Note: View the original document on HAL open archive server: https://hal.science/hal-01710109
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    References listed on IDEAS

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    1. Dorothy Leonard-Barton, 1990. "A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites," Organization Science, INFORMS, vol. 1(3), pages 248-266, August.
    2. Franck Aggeri & Aurélien Acquier, 2005. "La théorie des stakeholders permet-elle de rendre compte des pratiques d'entreprise en matière de RSE ?," Post-Print halshs-00645708, HAL.
    3. Arthaud-Day, Marne L., 2005. "Transnational Corporate Social Responsibility: A Tri-Dimensional Approach to International CSR Research," Business Ethics Quarterly, Cambridge University Press, vol. 15(1), pages 1-22, January.
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    Cited by:

    1. Farid Baddache & Isabelle Nicolaï, 2013. "Follow the leader: how corporate social responsibility influences strategy and practice in the business community," Post-Print hal-01710072, HAL.
    2. Isabelle Nicolaï & Sylvie Faucheux, 2015. "Business models and the diffusion of eco-innovations in the eco-mobility sector," Post-Print hal-01799247, HAL.

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