This article is devoted to analyse and discuss the level of control and autonomy that multinational enterprises (MNEs) should grant to their subsidiaries. It analyse the impact of subsidiaries’ capacity to innovate and develop new products and services to the Brazilian telecommunications market, based on the case-study of Telefónica business, a subsidiary of Telefónica, a Spanish multinational communication company. The Lasserre’s global integration/local responsiveness framework was applied to the data obtained from face-to-face in-depth structured interviews with key actors in Telefónica business (TNB) to investigate the relationship between global integration strategy and local adaptation in the Brazilian telecommunications market. The results show that Telefónica uses a glocal approach since its subsidiary has the autonomy to create and adapt its products when the headquarters recognise that global decisions might not meet local demands. By showing that Telefónica has successfully used a glocal approach on the Brazilian market, as its subsidiary had the autonomy to create and adapt products when global company products might not meet local demands, this study is useful for other multinational companies when going to new markets.

Current understanding of corporate social responsibility (CSR) overlooks the impact of internationalization on CSR practices, as it focuses on specific countries. Hence, this paper systematically reviews the literature to analyze how firms, while interna tionalizing, find themselves in the need to act upon their CSR practices and implementation, thus going the extra mile. Through an in-depth content analysis of 53 articles, four thematic groups were identified: (1) CSR performance: Institutional differences between home country and host country; (2) CSR Reporting and Emerging Market Multinational Enterprises' (EM-MNEs) Internationalization; (3) Is CSR an antecedent or outcome of firms' internationalization in EM-MNEs?; (4) The portrait of CSR in the internationalization of developed country firms. The review highlights factors such as environmental regulations, leader ship, and gaining legitimacy in host countries as drivers of stronger CSR during internationalization. However, a key challenge is balancing standardization and adaptation of CSR practices across borders. The paper proposes an integrative framework to guide firms in navigating the complex relationship between CSR and internationalization. Finally, future research avenues may include the study of conflicting stakeholder demands and legitimacy pressures, as well as how CSR efforts can overcome reputational biases.

This article is devoted to analyse and discuss the level of control and autonomy that multinational enterprises (MNEs) should grant to their subsidiaries. It analyse the impact of subsidiaries' capacity to innovate and develop new products and services to the Brazilian telecommunications market, based on the case-study of Telefónica business, a subsidiary of Telefónica, a Spanish multinational communication company. The Lasserre's global integration/local responsiveness framework was applied to the data obtained from face-to-face in-depth structured interviews with key actors in Telefónica business (TNB) to investigate the relationship between global integration strategy and local adaptation in the Brazilian telecommunications market. The results show that Telefónica uses a glocal approach since its subsidiary has the autonomy to create and adapt its products when the headquarters recognise that global decisions might not meet local demands. By showing that Telefónica has successfully used a glocal approach on the Brazilian market, as its subsidiary had the autonomy to create and adapt products when global company products might not meet local demands, this study is useful for other multinational companies when going to new markets.

The drivers for entry and expansion modes of multinational enterprises (MNEs) have been studied by several authors over the last decades but empirical results have been historically mixed. More recently, Hennart (2009) argued that the reason for the inconsistent results to date resided in the fact that prior theories assumed that local markets could be freely accessed based on a unilateral decision by the MNEs, and then proposes an alternative framework in which the entry and expansion modes of MNEs in foreign countries are a solution based on the relative efficiency of both markets. In this study, the proposed framework is tested against the prior theories based on investments made by U.S.-based MNEs in Brazil from 2005 to 2010. The results suggest that the local market characteristics, more specifically the concentration ratio at the firm and asset levels, are indeed important to influence the entry and expansion mode of U.S.-based MNEs in Brazil, reinforcing the argument against MNEs-centric theories. However, differently from Hennart’s proposition, we were not able to confirm the hypotheses that the MNEs skills are relevant to influence the final solution. We have also tested whether the difference in growth rate between the two countries could be a driver for MNEs to favor acquisition over greenfield given the opportunity cost of postponing the investments. The test result, based on our sample, was not able to confirm this hypothesis.

POP Solutions Group is a Belgian medium-sized point-of-sales display producer, which offers its customers an all-in-one solution for marketing, designing, producing of POS activities and analyzing consumer behavior. Due to the relatively saturated market and customers in Belgium, the company considers two possibilities to grow: customer diversification or internationalization. A detailed analysis of the possibilities has been conducted and concluded in a recommendation of internationalization within the European Union. A scoring model, based on carefully selected criteria concluded that Germany would be the fitting market for an internationalization, keeping in mind POP´s business model, most attractive industries, and potential risks.