Conceptualising corporate community development

Banks, Glenn; Scheyvens, Regina; McLennan, Sharon; Bebbington, Anthony

doi:10.1080/01436597.2015.1111135

Cited by 64 publications

(44 citation statements)

References 52 publications

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“…In addition, companies tend to have a short-term approach to CSR initiatives, which may lead to a lack of strategic benefit for the company and communities (Frynas, 2005) and loss of credibility by ineffective investment (Esteves, 2008). Finally, community development plans are generally developed and applied by companies based on their western industrial patterns, without paying enough attention to community perspectives of their own development as well as their local cultural contexts (Banks, Scheyvens, McLennan, & Bebbington, 2016;Kemp & Owen, 2013). Finally, community development plans are generally developed and applied by companies based on their western industrial patterns, without paying enough attention to community perspectives of their own development as well as their local cultural contexts (Banks, Scheyvens, McLennan, & Bebbington, 2016;Kemp & Owen, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

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Soccer fields? What for? Effectiveness of corporate social responsibility initiatives in the mining industry

Devenin

Bianchi

2018

Corp Soc Responsibility Env

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While there is significant research regarding corporate social responsibility (CSR) practices in the mining industry, there is a lack of understanding in terms of the actual effectiveness of CSR initiatives disclosed by these companies. This paper aims to examine the perceptions of stakeholders in the mining industry regarding the intended results of CSR initiatives. Results show three ineffective situations that emerged from empirical contrasts of CSR initiatives declared by mining companies in sustainability reports and the actual impact on beneficiaries in communities: (1) failure of the CSR initiatives to contribute to real community beneficiary needs; (2) failure of the CSR initiatives to adjust to the socio-cultural characteristics of the beneficiary group; and (3) failure of the CSR initiatives to ensure sustainability in the long run.This study contributes to the literature on CSR initiative effectiveness and provides suggestions for mining managers, government, and policymakers.

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Section: Literature Reviewmentioning

confidence: 99%

“…The design and development of CSR initiatives usually consider the values and vision of a company (Banks et al, 2016;Kemp & Owen, 2013), particularly in the case of mining companies (Trigger, 1997).…”

Section: Failure Of the Csr Initiatives To Adjust To The Socio-cultmentioning

confidence: 99%

Soccer fields? What for? Effectiveness of corporate social responsibility initiatives in the mining industry

Devenin

Bianchi

2018

Corp Soc Responsibility Env

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“…Previous studies highlight that mining companies routinely underestimate negative externalities for other parties, particularly local communities and marginalised groups (Banks, Scheyvens, McLennan, & Bebbington, 2016;Keenan, Kemp, & Ramsay, 2016;Owen & Kemp, 2017a). Due diligence about the use and consequences of new mining technologies is essential if such risks are to be avoided.…”

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confidence: 99%

Corporate responsibility and the social risk of new mining technologies

Keenan

Kemp

Owen

2019

Corp Soc Responsibility Env

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Advances in computing, robotics, artificial intelligence, communications, materials, and interactive technologies are disrupting the business-society interface in almost all sectors. The mining industry is projecting an overwhelmingly positive narrative about the new technologies it is investing in and is eager to promote their economic benefits. What is lacking, however, is discussion about how these technologies will be experienced by those most immediately impacted by mining: local communities.Mine-community relations are notoriously complex, and it is likely that incorporating new technologies into operations will further complicate this interface. At a minimum, responsible companies must understand the social impacts of new technologies and provide assurance that the use of these technologies will not put host communities at risk. We argue that due diligence is central to ensuring that downside social risks of new technologies are identified, understood, and managed.

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“…For reasons that should become obvious, we use the term 'corporate community development' as an alternative to the term 'corporate social responsibility', which is often preferred by industry (see Banks et al 2016).…”

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confidence: 99%