CORPORATE SOCIAL RESPONSIBILITY OUTCOMES IN DEVELOPING COUNTRIES: THE INFLUENCE OF POWER DYNAMICS

Abstract

This research addresses a significant gap in the literature concerning the influence of power dynamics in Corporate Social Responsibility (CSR) outcomes in developing countries. Much of the prior studies which have explored power dynamics in the context of CSR, have primarily focused on specific aspects, such as the outcomes of power imbalances or the impact of corporate power structures. This study adopts a more comprehensive approach, exploring into the multifaceted expressions of power and their effects on interactions among various actors engaged in CSR process. The study sets out to answer three central research questions: How does power manifest to influence the interaction among actors involved in CSR initiatives targeting local communities’ development projects? How and why do the current power relations among actors involved in the CSR implementation process prevail? How does power influence the perceptions towards MNCs' CSR initiatives?

To address the research questions, the thesis adopted a multiple-methods case study approach, focusing on Geita Gold Mine Limited (GGML) in Tanzania. Data collection methods encompassed in-depth semi-structured interviews, focus group discussions, document review, and nonparticipant observation. An inductive, data analysis, following qualitative coding procedures was employed.

The study presents key findings which are organised in three distinct chapters; Chapter 4 presents the four phases of CSR implementation process which include research and planning, organising, execution and evaluation. It also shows the distinct roles played by actors engaged in the implementation process pointing out the predominant active role of the local government authority (LGA) under the CSR regulated framework. Chapter 5 identifies and classifies four triggers of power to include the legal frameworks (CSR law), position, culture, and community resistance. It exposes the nuanced interplay between ‘power over’ and ‘power to’ among the various actors engaged in CSR. Chapter 6 portrays how actors form perceptions regarding CSR initiatives. It identifies and highlights the interconnectedness nature of three criteria affecting actors’ perceptions, which includes power, CSR processes, and benefits.

These finding makes theoretical contributions to the literatures on CSR practices and power. First it highlights the regulative CSR framework in developing countries CSR practices, showing how the framework influence the active roles of local government authorities (LGAs) in shaping and driving company’s CSR initiatives. Second, the study illuminates on the manifestation of power in CSR process, highlighting the nuanced interplay between ‘power over’ and ‘power to’ among CSR actors. The study identifies conditions facilitating the transformation of these power expressions, demonstrating fluid power relations in CSR implementation. Lastly, the study sheds lights on the evaluation of CSR initiatives, highlighting the interconnectedness of power, CSR processes, and benefits as criteria affecting actors’ perceptions. It underscores the pivotal role of power in the sequential relations of the criteria in shaping actors' perceptions and CSR outcomes.

The study offers practical insights for stakeholders involved in CSR initiatives in developing countries. It underscores the significance of acknowledging power dynamics in CSR efforts and advocates for inclusive engagement with local communities, government authorities, and other stakeholders. Local governments are encouraged to balance their role in CSR initiatives to avoid excluding local communities and foster transparent communication. This research contributes to a more comprehensive understanding of power dynamics in CSR implementation within developing countries, offering a valuable resource for both academics and practitioners seeking to enhance CSR practices and
outcomes in these contexts.

Date of Award	21 Feb 2024
Original language	English
Awarding Institution	University of Bath
Supervisor	Tahiru Liedong (Supervisor) & Krista Bondy (Supervisor)