TY - JOUR
T1 - Infrastructure collaboration along China’s Belt and Road Initiative
T2 - Implications for corporate social responsibility and political activity
AU - Guan, Xinya
AU - Ahlstrom, David
AU - Liu, Junying
N1 - Publisher Copyright:
© 2024 by author(s). Journal of Infrastructure, Policy and Development is published by EnPress Publisher, LLC.
PY - 2024
Y1 - 2024
N2 - Chinese multinational enterprises (MNEs) have increasingly engaged in outward foreign direct investment in recent years, and particularly into the infrastructure sector of developing economies. This has been prompted by the infrastructure-led economic integration plan of China’s Belt and Road Initiative. However, such collaboration faces many challenges. Infrastructure projects are often undertaken in industries, countries, and regions posing particular and difficult challenges, and with divergent, often conflicting interests, with the ensuing conclusion that the MNE is simply exploiting the project and not delivering value to the host country. Overall, not only does the infrastructure project have to be well-functioning with expected returns (or savings) realized, but these projects face close scrutiny from local communities, labor, opposition parties, neighboring countries, and various international bodies and nonprofits, requiring delicate handling of the principals involved. The unfolding of these issues and their management by the multinational are examined through an in-depth longitudinal case study. The data are drawn from major participants and stakeholders around a leading Chinese MNE and the mega project of the construction of a major hydropower plant in Pakistan.
AB - Chinese multinational enterprises (MNEs) have increasingly engaged in outward foreign direct investment in recent years, and particularly into the infrastructure sector of developing economies. This has been prompted by the infrastructure-led economic integration plan of China’s Belt and Road Initiative. However, such collaboration faces many challenges. Infrastructure projects are often undertaken in industries, countries, and regions posing particular and difficult challenges, and with divergent, often conflicting interests, with the ensuing conclusion that the MNE is simply exploiting the project and not delivering value to the host country. Overall, not only does the infrastructure project have to be well-functioning with expected returns (or savings) realized, but these projects face close scrutiny from local communities, labor, opposition parties, neighboring countries, and various international bodies and nonprofits, requiring delicate handling of the principals involved. The unfolding of these issues and their management by the multinational are examined through an in-depth longitudinal case study. The data are drawn from major participants and stakeholders around a leading Chinese MNE and the mega project of the construction of a major hydropower plant in Pakistan.
KW - belt and road initiative
KW - China
KW - CSR-CPA configuration
KW - infrastructure collaborations
KW - institutional logics
KW - Pakistan
UR - http://www.scopus.com/inward/record.url?scp=85202983339&partnerID=8YFLogxK
U2 - 10.24294/jipd.v8i8.4705
DO - 10.24294/jipd.v8i8.4705
M3 - Article
AN - SCOPUS:85202983339
SN - 2572-7923
VL - 8
JO - Journal of Infrastructure, Policy and Development
JF - Journal of Infrastructure, Policy and Development
IS - 8
M1 - 4705
ER -