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This study aims to explore the determinants of engagement with and of stakeholders in corporate social responsibility (CSR) decision-making.

Using stakeholder theory, this study is mainly based on business ethics and CSR literature to develop a model depicting social and organizational contextual factors for engagement in the context of CSR decision-making.

This study identifies nine antecedents for engagement with and of stakeholders in CSR decision-making. Based on stakeholder perspective, the author explores how engagement constructs are influenced at both social and organizational levels by the determinants stakeholder pressure, stakeholder roles, stakeholder resources, stakeholder relationships, stakeholder management, two-way communication, procedural justice, interactional justice and stakeholder proactive strategy.

This study provides insights for companies regarding the determinants underlying engagement to reflect its importance in the context of CSR decision-making.

A better understanding of the determinants of engagement is critical because engagement contributes to achieving “win-win” solutions that ensure increased stakeholder satisfaction.

To the best of the author’s knowledge, this paper is one of the first to explore the determinants of engagement with and of stakeholders in CSR decision-making at both social and organizational levels by referring to stakeholder theory.

This study aims to develop a conceptual model to examine the impact of four organizational factors (expatriate managers, stakeholder engagement, corporate social mission and demand management) on the social response activities and their subsequent effect on corporate social performance among subsidiaries of multinational enterprises (MNEs) in Tunisia, characterized as a small African economy.

This study uses data collected from 115 subsidiaries established in an African country – Tunisia. It also applies a partial least square regression to test the hypotheses proposed in a comprehensive framework.

This study reveals that each of these factors, with the exception of expatriate managers, is found to positively influence the adoption of social response activities by MNE’s subsidiaries. In addition, involvement in such activities is also important in enhancing social performance concerning employees and customers.

Despite years of encouragement from scholars and theorists, studies across Africa have generally shown no interest in corporate social response as a strategic process that safeguards the well-being of host society. This paper proposes a comprehensive model for identifying the antecedents and one consequence of corporate social response activities of MNE’s subsidiaries. Stakeholder theory is used as a theoretical lens to develop a corporate social response framework.