This study explores the effects of Corporate Social Innovation (CSI) projects initiated by Multinational Enterprises (MNEs) in developing countries, specifically in the Dominican Republic. The focus is on the post-project sustainability and evolution of social innovations in the ecosystem. By using an interdisciplinary approach that combines managerial theories and Agent Based Modelling simulations, the study aims to understand the complex dynamics that enable Autonomous Social Innovation (ASI) after MNEs withdraw their direct involvement. The study tracks the critical roles, behaviours, and relationships of local stakeholders who continue to drive social innovation. Key findings suggest that the long-term impact of CSI projects depends on the cohesive interplay between local stakeholders’ capacities to utilize available resources and their ability to maintain the social structures that support collaborative innovation. The study identifies potential pathways and challenges for scaling up and replicating ASI, providing valuable insights for MNEs to align their strategies with the long-term developmental needs of local communities. The research enhances our comprehension of the crucial variables and conditions that impact the sustainability of social innovation without MNEs support. Additionally, it provides detailed insights into the strategic significance of MNEs in initiating sustainable practices that continue to benefit local ecosystems long after their direct involvement ceases. This can guide the structuring of CSI projects for durable community development.