Corporate social responsibility initiatives: A stakeholder model for aligning competing values in West Africa
African Journal of Economic and Management Studies
ISSN: 2040-0705
Article publication date: 6 April 2012
Abstract
Purpose
The purpose of this paper is to posit a framework that predicts and explains the success and sustainability of MNC‐driven corporate social responsibility (CSR) programs in West Africa, based on the degree of overlap or differentiation among existing value systems of various stakeholders (economic orientation and temporal orientation).
Design/methodology/approach
This paper utilizes previous works on competing values, stakeholder perspective of CSR, and cultural values to posit the value alignment framework.
Findings
It is found that synthesis yields a value alignment framework and four propositions for empirical testing.
Research limitations/implications
Empirical research on the framework is needed. The synthesis of the propositions leads to two future research questions, “What is the impact of the degree of agreement on CSR values on corporate social performance?” and “What is the effect of culture on the effect of CSR values on performance?”
Practical implications
The framework presents those responsible for implementing CSR programs with a basis for reflecting upon broad factors that may mean the difference between CSR program success or failure.
Originality/value
This paper provides a theoretical model and assessment guidelines for considering local context when designing and delivering CSR initiatives and why CSR efforts may succeed or fail. Thus, it may assist in deriving sustainable social benefits from expatriate multinational investments in CSR.
Keywords
Citation
Tobey, D.H. and Yasanthi Perera, B. (2012), "Corporate social responsibility initiatives: A stakeholder model for aligning competing values in West Africa", African Journal of Economic and Management Studies, Vol. 3 No. 1, pp. 95-115. https://doi.org/10.1108/20400701211197302
Publisher
:Emerald Group Publishing Limited
Copyright © 2012, Emerald Group Publishing Limited