Stakeholder engagement has become a cornerstone of corporate social responsibility (CSR), reflecting growing demands for organizations to address societal challenges. While much research focuses on private enterprises, state-owned enterprises (SOEs) operate within distinct institutional contexts, balancing commercial objectives with public mandates. This study analyzes 21 Chinese enterprises (11 SOEs and 10 non-SOEs) using a grounded theory approach to explore stakeholder engagement practices. The findings identify five key mechanisms driving SOE engagement and the specific triggers behind each. By comparing SOEs and non-SOEs, the research highlights the interplay between state-driven external forces and the internal dynamics of state-affiliated organizations in shaping CSR practices. It further underscores the party-state system’s role in aligning stakeholder engagement with national priorities, embedding political and social imperatives into corporate network-building practices. These insights shed light on how powerful stakeholders influence corporate activities not only through external pressure but also by shaping interorganizational networks. Additionally, the study contributes to a deeper understanding of how internal and external stakeholders interact, moving beyond existing frameworks that often consider these domains separately.
