Institutional strategy and corporate social responsibility of the new entrant in the grocery retail market: Case Lidl Finland

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.author Parviainen, Kimmo
dc.date.accessioned 2011-11-14T11:24:07Z
dc.date.available 2011-11-14T11:24:07Z
dc.date.issued 2011
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/747
dc.description.abstract Objective of the Study Corporate social responsibility (CSR) has become an increasingly important consideration for modern businesses. There is a research gap relating to the concept and role of CSR in the new market entry. This study sets out to explore the institutional approach and CSR strategy of a multinational corporation (MNC) in the context of new market entrance. The case organization examined in the study is Lidl Finland, which is a subsidiary of German-based multinational grocery retailer Lidl. The purpose of the study is to examine how the change of firm’s CSR strategy takes place upon market entry and how it is affected by institutional pressures. Methodology The theoretical basis of this study relies on key literature from three subject areas: internalization theory, CSR, and institutional theory and strategies. Through qualitative single case study the causal factors underlying the process of change are identified and examined in the provided theoretical setting. A longitudinal process data, collected from media archives and interviews, is exploited in order to build an explanation and rationale for the changed CSR strategy of Lidl Finland. The idea is that longitudinal examination of organizational events and incidents provides a transparent description of the transition of the organization over time. Findings and Conclusions The initial institutional approach of Lidl Finland could be described as defiant and the company was perceived as an irresponsible actor. This could mainly be contributed to the existence of strict business concept, lacking operational resources, liabilities of foreignness and cultural differences. The turn of 2005 can be dated as the starting point for the organizational change. Afterwards CSR gradually gained more prominent role in the business operations. Even though the mounting stakeholder pressure was the initial factor driving the organizational change, there were several other complexities that also affected the change of CSR strategy. These complexities included changes in the business strategy, different phases of the entry process, increased attention for CSR amongst stakeholders, alterations in the operating concept, and attainment of social capital. The role of CSR is an important consideration for a new market entrant, because responsible corporate behavior is directly linked with the attainment of organizational legitimacy. Finally, this study contributes in the form of descriptive propositions, which highlight the role of CSR considerations in the context of new market entry. en
dc.format.extent 100
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Institutional strategy and corporate social responsibility of the new entrant in the grocery retail market: Case Lidl Finland en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Economics en
dc.contributor.department Department of Marketing en
dc.contributor.department Markkinoinnin laitos fi
dc.subject.keyword grocery retail market
dc.subject.keyword new market entry
dc.subject.keyword corporate social responsibility (CSR)
dc.subject.keyword CSR strategy
dc.subject.keyword multinational corporation (MNC)
dc.subject.keyword strategy change
dc.subject.keyword institutional pressure
dc.identifier.urn URN:NBN:fi:aalto-201111181659
dc.type.dcmitype text en
dc.programme.major Marketing en
dc.programme.major Markkinointi fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon vähittäiskauppa
dc.subject.helecon retail trade
dc.subject.helecon markkinat
dc.subject.helecon markets
dc.subject.helecon market entry
dc.subject.helecon market entry
dc.subject.helecon yhteiskuntavastuu
dc.subject.helecon corporate responsibility
dc.subject.helecon muutos
dc.subject.helecon change
dc.subject.helecon strategia
dc.subject.helecon strategy
dc.subject.helecon kansainväliset yhtiöt
dc.subject.helecon international companies
dc.ethesisid 12615
dc.date.dateaccepted 2011-08-26
dc.location P1 I


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