CSR as a Strategic Management Tool: Expectations and Realities of Two MNCs in Nigeria
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IGI Global
Abstract
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Corporate social responsibility (CSR) as a concept has been a subject of debate in the management cycle
for decades. However, the incorporation of CSR, competitive advantage and strategic management into top
management decision making processes, forms a set of new alliances that are beginning to gain attention.
This paper examined the strategic alliances of these highly volatile but significantly critical components in
order to determine the extent to which these three seemingly incongruous factors can be achieved in reality
within a developing country such as Nigeria. Using a comparative case study approach, the activities of two
multinationals - Shell Plc and Coca Cola – were examined. The critical success factors were explained based
on the strategies adopted in order to determine the impact on the society and whether they were in line with
stakeholders’ expectations. Findings however indicate that there has been an interplay of high level forces
which has resulted in the unsavoury news emanating from the oil producing communities in Nigeria, unfortunately,
the activities of Coca cola in both the content and context of their operations have received little or
no attention. This paper contributes to the scarce literature of this discourse within the African continent in
general and Nigerian state in particular as well as sets a precedent for future research.
Keywords
H Social Sciences (General), HG Finance