In this paper, we have developed a process model of creating shared value and social innovation by five Hong Kong-based social enterprises, based on qualitative data. These enterprises have made benevolent collaborations with friendly organizations and harnessing the resources and expertise of these organizations, which are motivated to achieve the mutual goal of value creation. We have found that the founders of the focal firms had a strong sense of service and dedication to improve societal condition, which appears to be their career anchor and they had a clear vision and mission with strong attribute of caring disposition. The focal firms also adopted a strategy of cooptation and working with their competitors, who are also seeking to achieve a mutual goal of social value creation. Interviewees indicated that the social innovation of focal firms have created numerous beneficial outcomes for society, salient stakeholders and the firms themselves. The focal firms created business and social value simultaneously and also building social capital in the industry through social innovation.

This article examines foreign MNE subsidiaries’ social innovation (SI) investments focusing on United Nations’ Sustainable Development Goals (UNSDGs) in host countries. We utilize the externalities framework proposed by Montiel et al. (2021), which translates the 17 UNSDGS into increasing positive externalities and reducing negative externalities, as well as hand-collected financial and corporate social responsibility (CSR) disclosures from 2015 – 2019 from large, listed subsidiaries of foreign MNEs operating in India. We find that MNE subsidiaries tend to favour increasing positive externalities compared to reducing negative externalities through their SI investments. Also, older subsidiaries tend to prioritize greater investments in SI projects related to reducing negative externalities and subsidiaries with higher MNE ownership tend to reduce investments in SI projects related to increasing positive externalities. We discuss possible interpretations of the exploratory results using the institutional logics perspective and conclude with implications for policy and future research.

Drawing on multiple case studies of Tech-developed country multinational enterprise (DMNE) subsidiaries in India, this research elucidates the motivations behind firms' digital knowledge transfer to deprived communities. Integrating the knowledge-based view with stakeholder theory, this study reveals how non-monetarised and indirectly monetarised values of knowledge sharing with secondary stakeholders, such as local communities motivate DMNEs to transfer knowledge. The findings challenge the notion that knowledge leaking in host countries is solely detrimental to a firm's success. Instead, knowledge sharing can generate non-monetary benefits and foster relationships with locals. Moreover, it provides managerial implications, advocating for companies to prioritize knowledge development within communities, aligning with sustainable development goals, and fostering local talent pools for reputation, political connections, and other intangible benefits in the host country.