An Examination of Corporate Social Responsibility Implementation and Stakeholder Engagement: A Case Study in the Australian Mining Industry

Abstract

This case study explores the experience of a company in a controversial industry sector and its efforts to act in a socially responsible manner when establishing a presence in a regional market. We examine the management of stakeholder relationships and communication, and identify the challenges associated with implementing corporate social responsibility (CSR) initiatives. Our findings highlight the importance of ongoing and broad stakeholder identification, prioritization and management. This case study demonstrates the key role of commitment from senior management and front-line employees and the importance of a CSR champion. Commitment must be demonstrated at a local level to facilitate community engagement, feedback and monitoring. Finally, the findings highlight the externality of stakeholder networks and their non-centric relationship with the company. Thus, a company is not the centre of the stakeholder network; the network has a life of its own, regardless of a company's involvement or non-involvement.

Conflict Minerals and Supply Chain Due Diligence: An Exploratory Study of Multi-tier Supply Chains

“…Yet, despite the vast general recognition of CSR within business practice, it has still not been investigated -neither empirically nor theoretically -which implementation mechanisms support the corporate success of CSR implementation (Lindgreen and Swaen, 2010). Thus, only few studies focused on the dynamic and practical aspects of the process of installing CSR within organizations (e.g., Dobele et al, 2014;Lindgreen et al, 2009), which explicitly calls for more research to close this gap. In this context, Litz' (1996) framework suits our research interests particularly well as it allows us to conceptually structure our explanatory and inductively conducted study.…”

Managing Biodiversity Through Stakeholder Involvement: Why, Who, and for What Initiatives?

“…In many parts of the world, the deforestation resulting from excessive tree cutting has resulted in the rapid loss of biodiversity and the extinction of certain species (SCBD 2010). Similarly, mining activities have significant impacts on biodiversity (e.g., Wishart 2012;Dobele et al 2013;Cragg and Greenbaum 2002;Boiral 2013). Blasting operations, clear-cutting, excavation, extraction, transportation and transformation of rocks, and road building can dramatically change the landscape and irreversibly disturb local ecosystems.…”

“…is also one of the main issues of stakeholder management because of the wide range of organizations and individuals that can affect or be affected by corporate activities (Freeman and Reed 1983;Mitchell et al 1997;Donaldson and Preston 1995). To address this issue, various approaches to identifying and selecting key stakeholders have been proposed in the literature (e.g., Mitchell et al 1997;Dobele et al 2013). Identification can be based on the stakeholders' relationship with or dependence on organizations, their power to influence, social legitimacy, or specific demands.…”

“…Generally speaking, the company is not necessarily at the center of stakeholder networks (Dobele et al 2013). Nevertheless, the existing literature does not enable us to paint a global picture of the types of stakeholders involved in biodiversity conservation projects with companies, notably in the mining and forestry sectors.…”

Sustainability Reporting in Family Firms: A Panel Data Analysis

“…This transgenerational perspective is enhanced by the presence of the founder in active management [72] who plays a relevant role in the adoption of this collectivistic orientation, enhancing the firm's activism towards the community, employees and the supplying of quality products and services to consumers [69]. According to literature, family businesses, as non-family businesses [73], are more likely to engage in social activities when top management support is high and there is some evidence that the presence of a family CEO enhances social and environmental commitment and communication [70].…”