Poverty remains a salient social phenomenon worldwide, particularly in developing economies. Although multinational corporations (MNCs) operate extensively in these regions, limited research has explored how MNCs engage in poverty alleviation. This study examines the role of MNCs in poverty reduction through the lens of Corporate Social Responsibility (CSR) and Stakeholder Theory, using Jamaica as a case context. Drawing on a qualitative multi-case study of four MNCs, the research identifies five key constructs that shape effective poverty-focused CSR: strategic choice, strategic partnership, strategic governance, community assistance and development, and cultural mindshift.

The central contribution of this study is a conceptual framework that positions community assistance and development and cultural mindshift as two interdependent levers of poverty alleviation. These levers are enabled by three foundational constructs—strategic choice, partnership, and governance—which guide how MNCs invest, collaborate, and structure their efforts for long-term impact. The framework illustrates that poverty alleviation requires both tangible interventions (e.g., education, healthcare, digital access) and intangible shifts in mindset and behavior (e.g., empowerment, personal responsibility). This research offers practical guidance for CSR managers and contributes to theory by framing MNCs as active agents in addressing poverty in developing economies.