Stakeholder engagement strategies for impactful corporate social innovation initiatives by multinational enterprises

Research on corporate social innovations (CSI) acknowledges the tensions caused by different stakeholder expectations but is silent on the strategies multinational enterprises (MNEs) adopt to address these tensions. We advance a configurational perspective that recognizes the interdependencies betwe...

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Bibliographic Details
Published in:Journal of international management 2024-08, Vol.30 (4), p.101159, Article 101159
Main Authors: Saka-Helmhout, Ayse, Álamos-Concha, Priscilla, López, Mabel Machado, Hagan, Julie, Murray, Gregor, Edwards, Tony, Kern, Philipp, Martin, Isabelle, Zhang, Ling Eleanor
Format: Article
Language:English
Subjects:
Corporate social innovation
Dynamic capabilities
Impact
MNEs
Qualitative comparative analysis
Stakeholder engagement
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Summary:Research on corporate social innovations (CSI) acknowledges the tensions caused by different stakeholder expectations but is silent on the strategies multinational enterprises (MNEs) adopt to address these tensions. We advance a configurational perspective that recognizes the interdependencies between stakeholder engagement, dynamic capabilities and impactful CSIs. We develop a framework of stakeholder engagement strategies delineating how MNEs manage tradeoffs between conforming to internal stakeholder expectations through strategic intent and being inclusive by routinizing CSIs. The analysis draws on 32 cases of CSI aimed at reducing inequality and enhancing sustainability. These cases were initiated by MNEs headquartered in North America, Africa, Europe, the UK and Australia. We identify combinations of engagement strategies and dynamic capabilities linked to impactful CSI. Our findings highlight the multiple ways in which MNEs can manage different stakeholder preferences to achieve societal impact. •Our perspective clarifies interdependencies between stakeholder engagement, dynamic capability, and impactful CSIs.•MNEs engage internal and external stakeholders using complementary and/or substitutionary strategies for impactful CSIs.•Complementary/substitutionary stakeholder engagement strategies are used by MNEs regardless of their dynamic capabilities.•Reducing tensions through routinization is more salient than reducing tensions with internal stakeholders alone.•The range of strategies highlighted can guide MNE managers in making more informed choices when allocating resources.
ISSN:1075-4253
1873-0620
DOI:10.1016/j.intman.2024.101159