We examine the enduring impacts of knowledge transfer from multinational companies (MNCs) to local communities in developing countries through Corporate Social Innovation projects. Using the theoretical lens of knowledge sharing, transfer, and absorption we focus on how (autonomous) social innovation initiatives are prompted by local stakeholders post-MNC involvement, addressing a significant gap in the literature. We developed a case study through interviews, focus groups and direct on-field observations on coffee plantations in the Dominican Republic, where we observed local coffee farmers’ social innovative activities in a time span of two years after a global coffee roaster had ended its CSI commitment in the country. Our findings highlight a transformed ecosystem marked by enhanced power, sense of citizenship, technical knowledge and knowledge sharing initiatives among farmers. These advancements have fostered farmers’ entrepreneurial skills and their role as proactive social change agents, leveraging improved bargaining power and collaborative skills to drive sustainable growth and community-driven projects after the MNC’s project conclusion. Our novelty lies in adopting the perspective of farmers when investigating value creation and how they autonomously replicate the value that the MNC has left locally, contributing to a more egalitarian view on value circulation through knowledge management practices.