Implementing global corporate social responsibility locally: the example of multinational enterprises and international joint ventures in Myanmar

Corporate social responsibility (CSR) has become an ever more important and increasingly high profile, visible and commented on part of business operations. This is especially so for multinational enterprises (MNEs) seeking practice adherence to global CSR policy when operating international joint ventures (IJVs). In this context we look at the example of land grabbing, a pervasive commercial norm across parts of Asia. It is essential to understand both the sources and mechanics of this practice as well as its costs. To date, however, knowledge remains limited to depictions of ‘exploitative’ Western MNEs, with little accounting for the key moderating influence of local stakeholders. The role and practices of local partners in IJVs has been largely ignored. Addressing this we extend our knowledge of MNE engagement through understanding the domestic partner’s land grabbing practices in an in-depth study of IJVs in Myanmar. Juxtaposing this data with our own experiential data from across emerging South East Asia, we develop a typology of land grabbing engagement comprising ‘obliviousness’, ‘passive collusion’, ‘blind-eye facilitation’ and ‘on-brand’ engagement. Implications for how we understand the management of MNE ‘foreignness’ at the intersection of CSR implementation, IJV management and corporate reputation protection in emerging Asia Pacific countries, are then presented.