Research shows that too few transnational corporations (TNCs) have the organizational capacity to manage corporate citizenship. Evidence exists that ever more TNCs adopt programs of corporate citizenship development in order to increase this capacity. However, both in academic and practical literature, there is a general lack of a strategic understanding of how corporate citizenship development occurs in transnational organizational settings. The potential of organization development (OD) frameworks and tools for the purpose of corporate citizenship development has been highlighted, and OD practitioners have been identified as crucial for applying and advancing those frameworks and tools within a corporation. Nevertheless, how OD practitioners conceptualize and enact corporate citizenship development, thereby striving to increase the organizational corporate citizenship management capacity, has not been studied empirically. Through a sociomaterial constructivist case study of one of the largest pharmaceutical TNCs worldwide, this study analyses how OD practitioners foster the development of the corporate citizenship management capacity of a TNC. Five core strategies and five core behaviors for corporate citizenship development exhibited by the OD practitioners under study are identified. By continuously using these strategies and behaviors, the OD practitioners bring corporate citizenship development into being as a distinct function within their organization, successfully developing the corporate citizenship management capacity from within. However, this distinct function has to be considered fragile in nature. Through their appropriations, the OD practitioners locate themselves and the function of corporate citizenship development on the fringes of the organization, in certain isolation. The argument is made that successful corporate citizenship development might naturally have to do with a certain degree of isolation. However, this isolation might make the disruption of processes of corporate citizenship development more likely. Based on these findings, consequences for organizational functioning and society are highlighted, and implications for research, theory, and practice are discussed. The argument is made that the fields of corporate citizenship and organization development need to focus more deeply on corporate citizenship development. When doing so, these fields can contribute positively to organizational functioning and corporate citizenship outcomes, and can better serve the needs of the stakeholders involved in corporate citizenship development. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]