The Effects of Top Management Team National Diversity and Institutional Uncertainty on Subsidiary CSR Focus

This research investigates how top management team national diversity (TMTND) and corporate social responsibility (CSR) institutional uncertainty affect strategic CSR focus in foreign-owned subsidiaries. The paper develops a theoretical framework based on theory upper echelon perspectives to test sample of MNE Survey data were collected from subsidiaries Thailand Taiwan. Non-symmetric analysis suggests that while TMTND plays an important role establishing focus, it is not conducive itself high-performance outcomes. Performance measured by market share, sales growth, profitability for each subsidiary. results also show there are notable differences between the located Taiwan as what extent relevant study demonstrates links CSR, TMTND, subsidiary performance much more complex than previously assumed.