While CSR initiatives are generally viewed as positive endeavours, some TNCs face criticism for various reasons. Often, there's a perception that a company is engaging in "greenwashing", which means they exaggerate their environmental efforts for positive PR while not making meaningful change. Other times, CSR projects may be deemed insufficient in comparison to the potential negative impacts of a company's primary operations. There are also concerns about selective CSR, where TNCs address certain issues but neglect others that are equally important. Lastly, some believe that certain CSR initiatives can inadvertently cause dependence on corporate aid instead of fostering self-sufficiency in local communities.

Stakeholder engagement is pivotal in shaping TNCs' CSR policies. Stakeholders, from local communities to international NGOs, provide valuable insights into the real-world implications of a TNC's operations. Engaging with them ensures that CSR initiatives address actual concerns and are not just superficial measures. Stakeholder feedback can also help TNCs anticipate potential challenges and adapt their strategies proactively. Furthermore, genuine stakeholder engagement fosters trust and goodwill between the corporation and the community, which can be invaluable for long-term operations. Essentially, such engagement ensures that CSR policies are grounded, relevant, and genuinely beneficial.

Balancing profit motives with CSR commitments can be challenging for TNCs. However, many progressive TNCs view CSR not as a liability but as a long-term investment. By investing in sustainable practices and community development, they build a strong reputation and foster trust with consumers and stakeholders, which can translate into brand loyalty and longevity. Furthermore, adhering to CSR can lead to cost savings in the long run, such as through sustainable resource use or energy efficiency. TNCs also realise that by addressing global challenges, like climate change or social inequality, they are safeguarding their future business environment. Hence, many TNCs integrate CSR into their core business strategies rather than treating it as a separate endeavour.

The globalisation of media and communication has a profound impact on TNCs' CSR practices. In today's interconnected world, information spreads rapidly. Any negative practices or incidents related to a TNC can quickly become global news, affecting the company's reputation worldwide. Consequently, TNCs are under greater scrutiny and are more accountable for their actions. The increased visibility also means that commendable CSR initiatives can be highlighted, acting as a positive PR for the company. Furthermore, global communication allows for a exchange of ideas, best practices, and innovations in CSR, enabling TNCs to learn from each other and adopt successful strategies from different parts of the world.

TNCs typically decide on their operational locations based on a myriad of factors. Economic considerations are paramount; they look for locations with lower production costs, particularly labour and raw materials. Access to markets is another significant factor; operating near large consumer bases can reduce transportation costs and increase market reach. Infrastructure of the region, such as transportation, communication, and utilities, play a role in the decision-making. TNCs also consider political stability and the regulatory environment of a potential location, as favourable business policies and tax incentives can be enticing. Lastly, cultural factors, including language and work ethic, can influence their decision.