Corporate social responsibility in junior and mid-tier resources companies operating in developing nations – beyond the public relations offensive

Lyons, Margaret; Bartlett, Jennifer L.; McDonald, Paula

doi:10.1016/j.resourpol.2016.10.005

Cited by 20 publications

(10 citation statements)

References 48 publications

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“…They found systematic differences in responses across the four countries, which suggest that specific political, cultural and other institutions may have been responsible. In the study by Lyons (2016), it was established that there is an increasing social anticipation that institutions, particularly those working in developing nations, have a duty not to simply generate profit but also to ensure the growth in the community they are working.…”

Section: Development Of Hypothesismentioning

confidence: 99%

Corporate social responsibility initiatives and its impact on social license: some empirical perspectives

Famiyeh

Asante-Darko

Kwarteng

et al. 2019

SRJ

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Purpose The purpose of this study is to understand the driving forces of corporate social responsibility (CSR) initiatives in organizations and how these social initiatives influence organizations’ “license to operate” using data from the Ghanaian business environment. Design/methodology/approach This study used purposive sampling with a well-structured questionnaire as a data collection tool. Partial least squares-structural equation modeling was used to study the driving forces of CSR initiatives in organizations and how these social initiatives influence their social license. Findings The findings indicate that CSR initiatives are driven by the normative, mimetic, investors and community pressures. The regulative pressure has no significant effect on CSR initiatives. The authors found no difference between the services and the manufacturing sectors as far as the results are concerned using multi-grouping analysis. Research limitations/implications From the results, the importance of normative, mimetic, investors and community pressures as the driving forces of CSR are established. The finding indicates that CSR demands by suppliers, customers the extent to which organizations perceive their competitors have benefited from initiating CSR are benefiting, the willingness of investors to invest in companies whose CSR activities are best and the opinion on the extent to which the District Assembly and the Chief Executive in the district, the Chiefs, the Churches, the Opinion leaders have significant impact on CSR initiatives. Practical implications The results indicate the need for suppliers and customers to continually demand from corporations to initiate CSR activities as organizations seem to respond to these pressures, and these initiatives are also likely to be mimicked by other organizations in the same industry to enable this drive the social responsibility agenda. Investors and community members are also encouraged to invest and accept, respectively, organizations with very good CSR records to send a signal to companies who see CSR as a cost instead of performance enhancement. Originality/value The work illustrates and provides some insights and builds on the literature in the area of CSR from a developing country’s environment. This is also one of the few works that investigate the driving forces of CSR and social license using the institutional theory based on data from the African business environment.

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Section: Development Of Hypothesismentioning

confidence: 99%

Corporate social responsibility initiatives and its impact on social license: some empirical perspectives

Famiyeh

Asante-Darko

Kwarteng

et al. 2019

SRJ

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“…Local stakeholders are seen as key actors because of their proximity to the project and because people living in the area are most affected by the operations. If they oppose the project, this may cause delays and increase operator costs (Franks et al 2014;Lyons et al 2016;Prno 2013;Prno and Slocombe 2012;Thomson and Joyce 1997). Local criticism, possibly supported by national NGOs, can delegitimize a project and lead to the withdrawal of investors, thereby ending the project (Eggert 2010;Franks et al 2014;Thomson and Joyce 1997).…”

Section: Discussion: Social Aspects Of Business Risk In Mineral Explo...mentioning

confidence: 99%

“…While considerable research has explored the SLO in mining, literature on the social license to explore (SLE) is relatively scarce (for exceptions, see, e.g., Beland Lindahl et al 2021;Caron et al 2016;Eerola 2017;Luning 2012;Lyons et al 2016;MacKenzie et al 2020;Suopajärvi et al 2019b;Thomson and Joyce 1997). This is not to say that social licensing at the exploration stage is unimportant-quite the contrary.…”

Section: Local Acceptability Risk For Mineral Explorationmentioning

confidence: 99%

Social aspects of business risk in the mineral industry—political, reputational, and local acceptability risks facing mineral exploration and mining

et al. 2022

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Mineral exploration is an industry of uncertainties. Only 0,1% of exploration projects become mines, as the volume, content, and quality of a deposit all must be economically justifiable to find funding in the global financial market. However, the business risk of mineral exploration is not limited to geotechnical and financial risks, as social aspects are now considered the biggest risk facing the industry. Here, we identify three social aspects of business risk that may challenge the industry: political, reputational, and local acceptability. Political risk arises when sectoral authorities and the related legislation come into conflict, such as mineral versus environmental legislation. Reputational risk lies in the relationship between a company’s past and current operations in combination with the legitimacy of the entire industry. Local acceptability risk parallels the social license to operate, with poor corporate conduct, competition with other livelihoods, intrusion into culturally sensitive areas, and local values critical of mining all potentially evoking resistance. Companies must be aware not only of the nuances of each social aspect but also of the interplay between them to understand the full scale and scope of the business risks associated with exploration.

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“…There is no universal definition of a junior mining company and considerable debate surrounds the criteria that classify a company as a junior miner. Much of the critical literature (Dougherty 2011(Dougherty , 2013Lyons et al 2016) and the online financial guidance (Anon. 2019) focuses on junior gold miners.…”

Section: The Precarity and Culture Of Junior Minersmentioning

confidence: 99%

“…The latter appears to be a function of the decision by many of the 'senior' companies to cut back on exploration spending around the turn of the millennium. However, what matters for the purpose of this chapter is the way that juniors are defined by their entitlement to specific state subsidies; yet they typically underperform in terms of social and environmental responsibility compared to larger mining companies (Dougherty 2013: 3;Lyons et al 2016). Noting, of course, the obvious caveat that major companies do not always meet their own CSR commitments.…”

Section: Introductionmentioning

confidence: 99%

The Absent Presence of the State in Large-Scale Resource Extraction Projects

Oppermann

2022

The Asia Pacific Journal of Anthropology

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He has been studying the social impacts of large-scale resource extraction in Papua New Guinea for nearly two decades. He has written widely on the social and political effects of extractive capitalism in Melanesia and is the author of The Lihir Destiny: Cultural Responses to Mining in Melanesia (2010) and editor (with McDougall, Alexeyeff and Cox) of Unequal Lives: Gender, Race and Class in the Western Pacific (2021), both published by ANU Press.

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Corporate social responsibility in junior and mid-tier resources companies operating in developing nations – beyond the public relations offensive

Cited by 20 publications

References 48 publications

Corporate social responsibility initiatives and its impact on social license: some empirical perspectives

Corporate social responsibility initiatives and its impact on social license: some empirical perspectives

Social aspects of business risk in the mineral industry—political, reputational, and local acceptability risks facing mineral exploration and mining

The Absent Presence of the State in Large-Scale Resource Extraction Projects

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