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

Mabel Machado Lopez; Ayse  Saka-Helmhout; Priscilla Alamos-Concha; Julie Hagan; Gregor Murray; Tony Edwards; Philipp Kern; Isabelle Martin; Ling Eleanor  Zhang

doi:10.1016/j.intman.2024.101159

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

Mabel Machado Lopez, Ayse Saka-Helmhout^*, Priscilla Alamos-Concha, Julie Hagan, Gregor Murray, Tony Edwards, Philipp Kern, Isabelle Martin , Ling Eleanor Zhang

^*Corresponding author for this work

Culture, Media & Creative Industries

Research output: Contribution to journal › Article › peer-review

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Abstract

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.

Original language	English
Article number	101159
Journal	Journal of International Management
Volume	30
Issue number	4
DOIs	https://doi.org/10.1016/j.intman.2024.101159
Publication status	Published - 22 May 2024

Keywords

social innovation
impact
stakeholder engagement
dynamic capabilities
MNE
Qualitative comparative analysis

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10.1016/j.intman.2024.101159

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title = "Stakeholder engagement strategies for impactful corporate social innovation initiatives by multinational enterprises",

abstract = "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.",

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AU - Machado Lopez, Mabel

AU - Saka-Helmhout, Ayse

AU - Alamos-Concha, Priscilla

AU - Hagan, Julie

AU - Murray, Gregor

AU - Edwards, Tony

AU - Kern, Philipp

AU - Martin , Isabelle

AU - Zhang , Ling Eleanor

PY - 2024/5/22

Y1 - 2024/5/22

N2 - 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.

AB - 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.

KW - social innovation

KW - impact

KW - stakeholder engagement

KW - dynamic capabilities

KW - MNE

KW - Qualitative comparative analysis

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

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Keywords

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