How Institutional Contexts Shape Strategic Sustainability Decisions: A Comparative Study of BMW and Tata Motors
Author
Term
4. Semester
Publication year
2025
Submitted on
2025-10-14
Pages
60
Abstract
This thesis investigates how home- and host-country institutions influence multinational corporations' strategic sustainability. Using a case study of BMW (Germany) and Tata Motors (India), it analyzes global footprints, compares policy regimes and employs the Critical Incident Technique on secondary data (2020-2025). The findings demonstrate that BMW implements "standardize-high, adapt-smart" under dense EU laws, whereas Tata seeks contextual hybridization within India, and JLR in the UK spreads higher standards group-wide. In China and South Africa, both enterprises use hybridization to align with policy tools; international regulations (such as CSRD/CBAM) spread change via value chains. The study reconsiders institutional distance as the host-referenced decision factor and offers a quadrant-based decision-making tool for choosing standardization, adaptation, or hybridization.
This thesis investigates how home- and host-country institutions influence multinational corporations' strategic sustainability. Using a case study of BMW (Germany) and Tata Motors (India), it analyzes global footprints, compares policy regimes and employs the Critical Incident Technique on secondary data (2020-2025). The findings demonstrate that BMW implements "standardize-high, adapt-smart" under dense EU laws, whereas Tata seeks contextual hybridization within India, and JLR in the UK spreads higher standards group-wide. In China and South Africa, both enterprises use hybridization to align with policy tools; international regulations (such as CSRD/CBAM) spread change via value chains. The study reconsiders institutional distance as the host-referenced decision factor and offers a quadrant-based decision-making tool for choosing standardization, adaptation, or hybridization.
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