Building social legitimacy through NGOs partnerships: evidence from micro-multinationals
Elsevier
Artikkeli
vertaisarvioitu
Lopullinen julkaistu versio - 1.48 MB
https://creativecommons.org/licenses/by/4.0/
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Pysyvä osoite
Kuvaus
© 2026 The Authors. Published by Elsevier Inc. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).
Micro-multinationals from emerging markets (mEMNEs) face significant challenges in establishing social legitimacy in foreign markets due to resource constraints and limited knowledge of local societal issues. This study examines how mEMNEs leverage partnerships with non-governmental organizations (NGOs) to develop dynamic capabilities for social innovation and, ultimately, to build social legitimacy in other emerging markets. Drawing on survey data from 143 Pakistani mEMNEs operating internationally, we find that NGO coupling positively influences the development of dynamic capabilities. These effects amplify when NGO salience and activism are high. Furthermore, social innovation mediates the relationship between NGO coupling, dynamic capabilities, and social legitimacy. Our findings extend dynamic capabilities theory into the social domain and contribute to understanding how resource-constrained multinationals from emerging markets can overcome legitimacy deficits through strategic stakeholder engagement. We also provide practical insights for managers on leveraging NGO partnerships and offer policy recommendations for facilitating cross-border social innovation initiatives.
Emojulkaisu
ISBN
ISSN
1873-7978
0148-2963
0148-2963
Aihealue
Kausijulkaisu
Journal of business research|209
OKM-julkaisutyyppi
A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä (vertaisarvioitu)