Corporate sustainable development in emerging market multinational enterprises: Evidence from Taiwan
Corporate sustainable development (CSD) becomes much of the focus for multinational enterprises (MNEs) as they face increasing pressure from both domestic and global stakeholders. However, how they develop corporate sustainability has rarely been explored. We first define the construct of CSD as a tri polar conceptualization, and then propose hypotheses on how global posture building and experiential learning influence the CSD processes and performance aspiration feedback moderates the antecedents and CSD relationships. The study tests the hypotheses via the textual analysis of annual reports using a panel data set of listed firms in the Taiwan's ICT industry over 10 years. Results show that internationalization allows emerging market MNEs to develop resource based capabilities to achieve CSD, and experiential learning forms as a basis for the engagement decision. W also specify the mechanism (i.e. performance aspiration feedback) drives choices between inferential learning and vicarious learning, which.