Institutional Influences on the Global CSR Actions of Brazilian Mining Company Vale

21 Pages Posted: 18 Feb 2012 Last revised: 12 Nov 2022

See all articles by Dayse Azevedo Gomes

Dayse Azevedo Gomes

affiliation not provided to SSRN

Luiz Alberto N. Campos Filho

Modus MCD Consulting and Business Development

Lourdes Casanova

Cornell University - Johnson Graduate School of Management

Date Written: February 16, 2012

Abstract

This study examines institutional influences on the global Corporate Social Responsibility (CSR) actions of the Brazilian mining company Vale. The article combines the principles of Kostova, Roth & Dacin (2008) on the management of multinationals, the institutional factors proposed by Campbell (2007), and the ideas of Porter & Kramer (1999, 2006) on the interrelationship of companies and society. Using secondary data and interviews with people involved in the company’s CSR actions, we find that Vale has a formal policy, integrated with its strategy and based on international standards. But it does not have a global governance model and its activities are legitimized by coercive isomorphism.

Suggested Citation

Gomes, Dayse Azevedo and Campos Filho, Luiz Alberto N. and Casanova, Lourdes, Institutional Influences on the Global CSR Actions of Brazilian Mining Company Vale (February 16, 2012). INSEAD Working Paper No. 2012/22/ST, Available at SSRN: https://ssrn.com/abstract=2006453 or http://dx.doi.org/10.2139/ssrn.2006453

Dayse Azevedo Gomes

affiliation not provided to SSRN ( email )

Luiz Alberto N. Campos Filho

Modus MCD Consulting and Business Development ( email )

Av. Oswaldo Cruz, 87, Apt 1202
Flamengo
Rio de Janeiro, RJ 22.250-060
Brazil
55 21 8828 2656 (Phone)

HOME PAGE: http://www.modusmcd.com.br

Lourdes Casanova (Contact Author)

Cornell University - Johnson Graduate School of Management ( email )

248 Sage Hall
Johnson, Cornell University
Ithaca, NY 14853
United States
+16072295251 (Phone)

HOME PAGE: http://www.johnson.cornell.edu/Faculty-And-Research/Profile.aspx?id=lc683

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