Exogenous shocks have become more frequent in recent years. Responses to one major crisis have often been discussed though there has been little research on now firms can handle multiple shocks, sometimes back-to-back ones. Using Lebanon as a strategic research site, we explore how MNEs’ CSR practice helps them to adapt to multiple exogenous shocks over a period of time. First, employing a process model, this paper shows the generative capacity in MNEs’ ‘people, process and structures’ in developing the capabilities to respond to multiple shocks. Second, a phenomenon of imprinting and imbrication is highlighted as firms leverage new and existing capabilities to address a current crisis and to prepare for subsequent ones. Third, we introduce a new capability, termed here as “exigent capacity,” which enables firms to drive humanitarian aid in crises. Exigent capacity culminates from the preceding capabilities developed, specifically, creative reflexivity and multidexterity.

近年来，外生冲击更为频繁。对一场重大危机的反应经常被讨论，尽管现在很少有研究表明企业可以应对多重冲击，有时是背靠背的冲击。我们以黎巴嫩为战略研究地点，探索跨国公司的企业社会责任实践如何帮助他们适应一段时间内的多重外生冲击。首先，本文采用流程模型展示了跨国公司“人员、流程和结构”在发展应对多重冲击的能力方面的生成能力。其次，随着公司利用新的和现有的能力来应对当前的危机并为后续的危机做准备，印记和叠加现象得到了强调。第三，我们引入了一种新的能力，这里称为“紧急能力”，它使公司能够在危机中推动人道主义援助。