Climate Change Mitigation: The Role of MNE Subsidiaries' Decarbonization Strategies and Headquarters Control
気候変動緩和：多国籍企業子会社の脱炭素戦略と本社統制の役割 (AI 翻訳)
Min‐Jae Lee, Taewoo Roh, Byung Il Park
🤖 gxceed AI 要約
日本語
本研究は、社会的アイデンティティ理論と資源依存理論を用いて、同業他社との比較が多国籍企業子会社の脱炭素戦略を促進し、本社統制がその戦略と持続可能な国際ビジネスとの関係を調整するかを検証する。中国の196社の子会社データを用いた分析では、同業他社の環境責任が子会社の脱炭素戦略に正の影響を与え、それが持続可能な国際ビジネスにも正の影響を与えることが示されたが、本社統制の程度はこの関係を有意に調整しなかった。
English
This paper examines how peer comparison among MNE subsidiaries drives decarbonization strategies and how headquarters control moderates the link between those strategies and sustainable international business (SIB). Using survey data from 196 subsidiaries in China, the study finds that peer environmental responsibility positively relates to subsidiary decarbonization strategies, which in turn positively relate to SIB. However, the extent of HQ control does not significantly moderate this relationship.
Unofficial AI-generated summary based on the public title and abstract. Not an official translation.
📝 gxceed 編集解説 — Why this matters
日本のGX文脈において
この研究は、中国に進出する多国籍企業の子会社を対象としており、日本の多国籍企業が海外子会社の脱炭素戦略をどのように統制すべきかについて示唆を与える。特に、SSBJやESG情報開示が重視される日本企業にとって、子会社の環境責任と本社のガバナンスの連携が重要であることを示している。
In the global GX context
This study provides insights for global MNE governance, particularly how headquarters can leverage peer comparison to drive subsidiary decarbonization. For global audiences, it highlights the role of social identity and resource dependence in shaping corporate climate strategies, with implications for TCFD/ISSB reporting and supply chain decarbonization.
👥 読者別の含意
🔬研究者:This paper advances the IB-sustainability literature by integrating social identity and resource dependence theories to explain subsidiary decarbonization.
🏢実務担当者:Corporate sustainability teams can use peer comparison mechanisms to motivate subsidiary decarbonization, but should be aware that HQ control may not directly moderate the outcome.
🏛政策担当者:Policymakers may consider facilitating peer benchmarking and transparency to encourage MNE subsidiaries to adopt decarbonization strategies.
📄 Abstract（原文）
ABSTRACT Despite the growing importance of climate change mitigation in international business, little is known about how peer firms' environmental responsibility relates to the decarbonization behavior of multinational enterprise (MNE) subsidiaries. Drawing on social identity theory and resource dependence theory, we theorize subsidiary decarbonization as an integrated process in which peer comparison first gives rise to identity‐based motivation for decarbonization, and headquarters (HQ) control subsequently shapes whether and how such motivation is carried out as broader sustainable international business (SIB) outcomes. Accordingly, we examine how subsidiaries' comparisons with salient peers are associated with decarbonization strategies and how HQ control, specifically its extent, focus, and mechanisms, moderates the relationship between subsidiary decarbonization strategies and SIB. Using survey data from 196 MNE subsidiaries in China, we find that peer firms' comparative environmental responsibility is positively associated with subsidiary decarbonization strategies, which in turn are positively associated with SIB. However, the extent of HQ control does not significantly moderate this relationship. This study advances international business and sustainability research by identifying a peer‐based social comparison mechanism linking environmental responsibility to subsidiary strategy and SIB under varying HQ governance conditions.
🔗 Provenance — このレコードを発見したソース
- crossref https://doi.org/10.1002/bse.71227first seen 2026-07-03 06:15:45
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