This paper aims to understand which strategies a multinational can adopt in emerging countries where it operates towards local communities, in terms of sustainability.
This paper is the result of a two‐year research, conducted through multiple case studies, with a special focus on emerging markets (Brazil, South Africa, Pakistan, India, Argentina), and the professional experience of the author as international stakeholder engagement manager in ENI.
The research identified a 2×2 matrix with four possible strategies coming from the multiple case study analysis and depending on the internal focus of CSR and the external perception of business through local communities. The research also shows how a company can adopt a portfolio of those strategies.
This paper presents a model to be adopted by multinationals both to have the picture of their situation at a certain date and to plan their interventions in emerging countries.
In the literature of CSR there is still an area to be developed, which is the application of CSR concept in emerging countries.
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