Construction of Cross-cultural management Strategies for Corporate Social Responsibility in Global Operations

Abstract

The deepening of economic globalization has made corporate social responsibility a key support for multinational enterprises to foster international competitiveness. The intensification of management conflicts caused by cultural differences has become the core obstacle to the effective implementation of corporate social responsibility. Based on Hofstede's cultural dimension theory and combined with practical cases of Chinese enterprises' overseas operations and research data from the World Business Council for Sustainable Development, this article analyzes the mechanism of cultural differences on corporate social responsibility practice. From five dimensions of cultural adaptation optimization, cross-cultural communication upgrading, professional talent cultivation, dynamic integration of standards, and performance evaluation improvement, a cross-cultural management framework for corporate social responsibility in a globalized business scenario is established. Field research and data verification confirm that power distance and collectivism/individualism exert the most prominent impact on the implementation quality of CSR. The flexible balance between localization adaptation and globalization standards can promote a 35.2% increase in the success rate of corporate social responsibility projects. This study provides viable approaches for multinationals to address cross-cultural corporate social responsibility management difficulties and achieve long-term operation.