This paper provides practical insight into what can be done to improve the adoption of community engagement (CE) in the corporate culture of two Australian forest plantation companies. Previous research has identified that CE can be limited by corporate cultures that promote a narrow range of CE benefits. However, no previous studies have detailed the relationship between corporate culture and CE adoption within forest companies. This research provides an empirical grounding for exploration of the relationship between corporate culture and CE adoption. We undertook case studies of two forest companies to understand how to enhance CE adoption. Interviews were conducted with 19 company staff including field staff, middle managers and senior managers. We found that both companies had some commitment to CE. Many employees believed CE was essential for the ongoing operations of their company. CE adoption, however, was constrained by issues such as a lack of resources and difficulties in discerning when CE was necessary. Based on our findings we provide strategies for enhancing adoption of CE in corporate culture. These strategies include (a) providing more incentives for individuals to engage with a broader range of stakeholders, (b) developing better tools to gather feedback from stakeholders and measure their social licence to operate, and (c) developing more effective stakeholder identification and engagement strategies.