Hybridizing CSR governance in post-rentier states: comparative insights from Qatar and Singapore

As Gulf countries—particularly Qatar—transition from state-led economies to diversified and market-driven systems, Corporate Social Responsibility (CSR) has emerged as a key mechanism for sustainable development. This study draws on 36 semi-structured interviews in Qatar and secondary analysis of Singapore’s CSR frameworks to compare two contrasting governance models. Qatar’s state-led approach ensures policy alignment with General Secretariat for Development Planning 2030 but limits private-sector innovation, whereas Singapore’s market-oriented model fosters flexibility and entrepreneurship but risks uneven social outcomes. Integrating Institutional, Stakeholder, and Resource-Dependence theories with the Shared Value approach, the paper proposes a hybrid CSR governance model suited to post-rentier contexts. This model balances state coordination and corporate autonomy through accreditation systems, digital transparency, independent audits, and incentive-based accountability. Theoretically, it advances CSR governance scholarship by showing how legitimacy and innovation can co-evolve. Practically, it offers a roadmap for Gulf states to transform CSR from a compliance obligation into a strategic catalyst for inclusive and sustainable development.