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

Michel Barabel (), Monique Combes-Joret (), Olivier Meier and Isabelle Nicolaï
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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

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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?

Keywords: CSR; institutional entrepreneur; RSE; entrepreneur institutionnel (search for similar items in EconPapers)
Date: 2010-02-02
Note: View the original document on HAL open archive server: https://hal.science/hal-01710109v1
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Citations: View citations in EconPapers (2)

Published in Revue internationale de psychosociologie et de gestion des comportements organisationnels, 2010, XVI (38), pp.191-208

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