Following the worldwide movement calling for responsible global corporate citizenry, there has been a shift in thinking about the role and involvement of multinational enterprises (MNEs) in areas of limited statehood. There is a growing expectation of transparency in MNE dealings with such governments and more active corporate social responsibility (CSR) programs, focused on capacity building and development. However, because the state is often unwilling or unable to provide basic services, facilities and infrastructure, local populations have come to expect these tasks to be carried out by MNEs operating in their area that often reluctantly comply. This has blurred the distinction between where the responsibilities of the MNE starts and ends, and has led to the creation of hybrid organizations, and innovative partnerships which seeks to engage with stakeholders and contribute towards broader development goals. Our focus is at a more aggregate level about when, how and why a MNE may opt for a more engaged approach as opposed to a more transactional one in a post-conflict setting.