Political CSR scholars have sought to apply the concept of deliberative democracy to the practice of global corporate engagement with stakeholders. Recently, much of this work has focused on the conditions under which the decisions made within multi-stakeholder initiatives (MSI’s) should be considered democratically legitimate while relatively less attention has been paid to the practical benefits that such engagements can bring for their effectiveness when properly structured. The arguments in this essay support a shift in focus away from the former and towards the latter.

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