Beyond Standardization: Adapting CSR Strategies to the Cultural, Legal, and Economic Realities of Emerging Markets

Abstract

This study examines how multinational corporations (MNCs) adapt their Corporate Social Responsibility (CSR) strategies to the cultural, legal, and economic contexts of emerging markets. While CSR is widely recognized as a vehicle for corporate legitimacy and sustainable development, its effectiveness is contingent upon successful localization. Employing a qualitative multiple-case study design, this research analyzes the CSR approaches of Unilever in India, Shell in Nigeria, and Coca-Cola in Brazil through thematic analysis of corporate reports and secondary literature. The findings reveal that successful CSR adaptation depends on a strategic integration of cultural resonance, legal compliance, and economic inclusion. Specifically, Unilever in India effectively aligns with national mandates by integrating women's empowerment and rural development into its core business model. In contrast, Shell in Nigeria operates within a weak institutional framework, where, despite large-scale initiatives, it faces challenges in stakeholder engagement due to regulatory gaps and community mistrust. Meanwhile, Coca-Cola Brazil emphasizes economic inclusion and environmental stewardship, tailoring its CSR to local market expectations and sustainability demands. This study contributes to stakeholder, institutional, and legitimacy theories by demonstrating how contextualized CSR strategies enhance corporate legitimacy and competitive advantage. It also offers managers practical insights for designing culturally attuned, legally astute, and economically integrative CSR programs to foster sustainable stakeholder engagement in emerging markets.