From Conflict to Consumer Backlash: How Multinational Corporations Navigate Boycotts in the Middle East and Beyond

As conflicts in the Middle East intensified, Western brands became prominent targets of consumer boycotts, creating significant reputational and operational pressures. This paper examines how multinational corporations respond to such crises using an established four-strategy typology of boycott responses: defensive denial, corrective action, strategic adaptation, and proactive measures. Drawing on comparative case studies of Starbucks and Carrefour, both operating through master franchisee models, the analysis highlights how responses are unevenly deployed across organizational levels, including corporate headquarters and local partners. The study offers actionable insights for managers and policymakers navigating boycotts, geopolitical risk, and local legitimacy in politically sensitive environments.