Corporate Social Responsibility and Labor-Capital Conflict: the Strikes at Taiwan-owned Footwear Company in Vietnam

• Main Authors: Chih-Sheng, Wang, 王致勝
• Other Authors: Hong-Zen, Wang
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/60268680785513711997

碩士 === 國立暨南國際大學 === 東南亞研究所 === 96 === Western brand name companies requests their subcontracting companies to take corporate social responsibility (CSR) to improve third world workers’ working conditions. But the effectiveness of CSR is often under suspicion. Is it (CSR) just a “tool” for public relationship? If CSR is really effective, why there are so many strikes in these CSR implemented subcontracting companies? In this study, the case study is from the footwear industry in Vietnam. I adopt interviews with managers of a Western brand name company, Taiwanese managers in Vietnam, Vietnamese workers and trade unions. I conclude that without democratic participation of local workers (i.e. trade unions) to represent their interests, any top-down CSR implementation from brand name companies and subcontracting companies will have its limitation, and will not be able to change the unequal power relations between management and workers.