Corporate social responsibility in resource companies – Opportunities for developing positive benefits and lasting legacies

Fordham, Anne Elizabeth; Robinson, Guy M.; Blackwell, Boyd

doi:10.1016/j.resourpol.2017.04.009

Cited by 39 publications

(31 citation statements)

References 29 publications

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“…This paper adopted a case study approach in which we showcase a corporate community engagement project implemented at Bharat (Basu et al, 2015;Harrison, 2017). The significance of case study research especially in CSR in mining has been highlighted and used quite frequently (Wright & Bice, 2017;Fordham et al, 2017). Case studies of mining sector from different countries have been documented in the literature (Basu et al, 2015;Hills & Welford, 2005;Mzembe, 2014;Saenz, 2018).…”

Section: Methodsmentioning

confidence: 99%

“…root/community level. The need for such a framework was highlighted by previous researchers (Fordham et al, 2017;Narula & Bhattacharyya, 2016;Pedersen & Andersen, 2006). Four enablers have been identified for a successful implementation of CSR and community project (Figure 7): policy, technology, infrastructure, and markets.…”

Section: Framework For Business-community Interfacementioning

confidence: 99%

“…The literature on these aspects in the context of other countries is available; yet India being a regionally and culturally diverse country, we need specific approaches to engage with the communities. The fact that the field level implementation of CSR projects is challenging in the country because of the diversity and other barriers makes it quite interesting to invent models for successful implementation of community development (Fordham, Robinson, & Blackwell, ; Mishra & Suar, ; Sagar & Singla, ). Such unique initiatives are needed by businesses to practice similar work in order to maximize the impact of CSR investments (Pederson & Andersen, ).…”

Section: Introductionmentioning

confidence: 99%

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Business‐community engagement: A case of mining company in India

2019

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Through a case of community development project in open caste coal mining areas, this paper demonstrates how businesses could successfully engage with the communities for Corporate Social Responsibility and other development activities. The five phases of the project were implemented over a period of three years (2015–2018) in Jharia Coal mines by a public sector mining company in India. The critical enablers and constraints at different phases of the project implementation have been identified. Based on our study, we propose a novel framework for business‐community interface for similar projects. The paper highlights implications for both practitioners and researchers and is quite significant in light of the Corporate Social Responsibility mandate in India and the growing interest of corporates in community development projects.

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Section: Methodsmentioning

confidence: 99%

Section: Framework For Business-community Interfacementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Business‐community engagement: A case of mining company in India

2019

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“…For example, a WA business consultant convened a community consultative committee on behalf of an exploration company to engage the community with CSR and broker their input. In the indigenous case, this involved accommodating cultural values such as the desire to be ‘on country’ and retain key cultural practices/obligations (Fordham et al ., ).…”

Section: Study Findingsmentioning

confidence: 97%

“…Within this context, stakeholder relationships with companies are impacted by obligatory responsibilities under legislative and regulatory frameworks, company reputational interests, corporate cultures, policy frameworks, and the need to meet local stakeholder and community expectations, which are termed the social licence to operate (SLO) (Fordham, Robinson, & Blackwell, ). An SLO requires a company to ensure that its activities continue to meet the broad ongoing acceptance and approval of stakeholders (Bice, 2014).…”

Section: Introductionmentioning

confidence: 99%

Mechanisms of change: Stakeholder Engagement in the Australian Resource Sector through CSR

Fordham

Robinson

2018

Corp Soc Responsibility Env

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The study sought to draw new perspectives on how corporate social responsibility (CSR) is shaped and created within the resource sector. The study focused on examining the role of external stakeholders in influencing the CSR strategies implemented by Australian resource companies. Data were gathered by semi-structured interviews with key stakeholders involved with 25 resource companies located in South Australia, Western Australia, and the Northern Territory.Consistent with sociological theories of CSR, stakeholders such as business and community leaders, non-government organizations (NGOs), and government employees were able to influence CSR by empowering communities to participate in CSR, bridging cultural divides between companies and communities, and linking companies to key society standards. This was facilitated by the expression of personal ethical values and knowledge sets by stakeholders and where relevant those of their organization.A range of stakeholders were active agents of change, bringing in new ideology, skills, and expertise, and, at times, challenging existing corporate practice. This process was underlined by relationship building and trust. Stakeholders effectively introduced higher ethical values to concepts of public accountability, environmental sustainability, and social justice in line with personal and organizational ethics.The study also identified factors which promoted stakeholder influence and gave stakeholders power within CSR. This included a range of institutional-level factors such as regulatory and legal frameworks, company policy, and cultures, but also interpersonal skills and abilities of the individuals involved.The study highlights the strategic benefits of stakeholder involvement in CSR within the Australian resource sector and discusses implications for the broader resource industry.

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Local procurement, shared value, and sustainable development: A case study from the mining sector in Mongolia

Fraser

Bat-Erdene

Lyons³

et al. 2021

Bus Strat Dev

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In emerging economies, tension can arise between the pursuits of economic development to alleviate poverty versus the protection of cultural traditions. In Mongolia, for example, efforts to expand the economy through the development of mineral resources have raised understudied questions about how to accommodate the economic benefits of mining without compromising traditional ways of life. In this case study, we consider the complex and cascading challenges confronting mining, traditional livelihoods, and sustainable development. Semi-structured interviews with 62 participants over a 3-year period were used to investigate the role the corporate strategy of local procurement to create shared value could have in reducing tensions in a remote region where mineral exploration and mine development is underway.The findings provide insight to the barriers and opportunities for company-initiated local procurement practices that contribute to locally led sustainability initiatives and community resilience in emerging economies.

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Corporate social responsibility in resource companies – Opportunities for developing positive benefits and lasting legacies

Cited by 39 publications

References 29 publications

Business‐community engagement: A case of mining company in India

Business‐community engagement: A case of mining company in India

Mechanisms of change: Stakeholder Engagement in the Australian Resource Sector through CSR

Local procurement, shared value, and sustainable development: A case study from the mining sector in Mongolia

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