Governance and local adaptation of CSR in international joint ventures

This study examines corporate social responsibility (CSR) strategies in five international joint ventures (IJVs) in Türkiye, formed through partnerships between multinational enterprises (MNEs) and local firms. Grounded in stakeholder and institutional theories, the research identifies internal governance mechanisms and external pressures shaping CSR in these IJVs. MNEs’ advanced governance and management structures often lead CSR efforts, driving convergence in practices. While MNEs exert strong internal control over CSR strategies, local partners influence stakeholder priorities and the selection of CSR projects, allowing for some local adaptation. The findings highlight an "institutional duality," reinforcing previous studies in similar settings. MNEs’ internal governance structures compensate for weaker external regulatory pressures in the host country. At the local level, IJVs enhance social legitimacy by emphasizing employee health and safety. The need for both social and political legitimacy becomes pronounced when IJVs rely on local resources. By focusing on IJVs, this research extends the discourse on CSR in MNEs, offering a refined understanding of the complexities and strategic implications of CSR within international partnerships in emerging markets.