...is that of organising CSR in the global context. Using Hewlett-Packard's e-inclusion initiative as case in point, this study presents a framework of structuring options available to global corporations. To better explicate the challenges involved in organising global CSR, some indicative factors that might impact the level of globalisation and/or localisation of a corporation's CSR initiatives are also discussed. The study concludes that, in conceptualising global CSR, it is difficult to cast programmes as being entirely global or local; instead, depending on their unique nature and the scope of implementation, global CSR initiatives might fall along a continuum.

* Corporate social responsibility (CSR)

* Globalisation

* Organising

* Emerging markets

* Information technology

* Multinational corporations

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DESPITE THE ONGOING GLOBALISATION DEBATE AND DIFFERENCES IN OPINION about the nature and form of this 'social phenomenon' (Held et al. 1999: 74), it is generally accepted that globalisation has been a prime factor in changing the relationship between business and society. Perhaps one of the biggest changes for global businesses is the need to shift focus from 'the traditional geocentric emphasis on home country and community' to 'a polycentric awareness of how interconnected and interdependent businesses are with other cultures and societies' (Post 2000: 6). In addition to disappearing boundaries, businesses have had to contend with ethical and social dilemmas largely arising out of differences in economic conditions, cultural values and stakeholder expectations, and competitive variables that now define or determine the companies' social licence to operate (Post 2000; Guvenli and Sanyal 2002). As a consequence, the roles that companies perform wherever they operate and the responsibilities for which they are held accountable have also changed, forcing organisations to re-examine their responsibilities to the various publics concerned with their operations (Hill et al. 2003).

One of the biggest challenges confronting multinational corporations (MNCs) today is how to most effectively pursue CSR programmes globally to enhance their potential impact in communities where they operate. However, while there has been growing consensus on moving CSR away from a 'discretionary' responsibility to a 'strategic' business function, there has been limited discussion on how this function may actually be organised and/or structured in the international context. Combining literature review and a case study, this paper attempts to explore answers to such questions as: What frameworks of CSR structuring are available to global corporations? And: What are the factors and/or conditions that influence or impact the level of globalisation and/or localisation in a company's CSR programme?

I start by reviewing extant literature on global CSR structuring and examine an MNC's responsibility initiative to explicate some responses to the above-mentioned concerns of structuring CSR. My contention is that, in both conceptualising and implementing global CSR, we need to carefully consider the complex interplay of global and local forces at work, and their often conflicting nature. The decision to structure global CSR is complicated and therefore cannot be understood in terms of being either entirely 'global or standardised' and/or entirely 'local or localised'.

Literature review

International management literature suggests that multinational corporations can implement strategies that range from nationally responsive and adapted to country markets to globally integrated and standardised (Bartlett and Ghoshal 1989). The multi-domestic approach encourages the development of country- or region-specific products, policies and practices and is typically justified in terms of cultural differences and preferences. Other corporations may follow a globally integrated strategy that allows them to maintain policies, process and structures that are consistent with their expressed mission and values, across all relevant cultures. Critics of this approach argue that an excessive dependence on global consistency might lead to insensitivity of 'complex local responsibilities' and result in loss of local co-operation (Logsdon and Wood 2002:172). Hence, we must be cautious in our enthusiasm to espouse total localisation and/or globalisation without considering global and/or local imperatives in a given situation and the need to balance often conflicting positions.

The London Benchmarking Group offers a multi-level organising approach starting with 'local' initiatives, and moving through 'national' and 'regional' to lead up to 'global' programmes or universal 'themes (such as human rights, education, health, et cetera) that can be employed in every locale where the company conducts business' (Post 2000: 28-30). Such a multi-level approach, while assuming that global themes may be implemented at various operating levels, does not necessarily provide a clear understanding of the relationship between the four levels; for instance, can a local programme be extended to the national or even regional level? Is it mandatory that corporations follow the inherent hierarchy that such a pyramid creates? Is it unrealistic to assume that the four levels are clearly differentiated and that there will be no overlap among them?

Using a business 'scope' orientation, Post (2000: 16) has identified three models: domestic--focused on the company's home country or dominant market in an effort to be seen as a 'local company'; and multi-domestic--emphasising local identity and presence rather than the company's 'global name'. In delineating the last model, that of a global enterprise, Post (2000: 16) succinctly states that 'one distinctive feature of the truly global enterprise is a simultaneous effort to be perceived as both global and local or glocal'. A glocal citizen is one that 'develops enterprise-wide citizenship strategies that harmonize, or integrate, local action with global themes and commitments' (Post 2000: 16).

Overall, there seems to be a consensus, at least at a conceptual level, that there are essentially three structuring options: global, local and 'glocal'. However, there is limited discussion of the conditions that give rise to any or each of these options. Indicative global and local variables that ought to be considered and that are likely to impact structuring models include factors such as the MNC's business model, global citizenship mission/vision, scope of operation, and availability...

NOTE: All illustrations and photos have been removed from this article.



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