Corporate social responsibility strategies in Nigeria: a tinged shareholder model
ISSN: 1472-0701
Article publication date: 13 May 2020
Issue publication date: 15 July 2020
Abstract
Purpose
This paper aims to examine two important issues in corporate social responsibility (CSR) scholarship. First, the study problematises CSR as a form of self-regulation. Second, the research explores how CSR strategies can enable firms to recognise and internalise their externalities while preserving shareholder value.
Design/methodology/approach
This study uses a tinged shareholder model to understand the interactions between an organisation’s CSR approach and the effect of relevant externalities on its CSR outcomes. In doing this, the case study qualitative methodology is adopted, relying on data from one Fidelity Bank, Nigeria.
Findings
By articulating a tripodal thematic model – governance of externalities in the economy, governance of externalities in the social system and governance of externalities in the environment, this paper demonstrates how an effective combination of these themes triggers the emergence of a robust CSR culture in an organisation.
Research limitations/implications
This research advances the understanding of the implication of internalising externalities in the CSR literature in a relatively under-researched context – Nigeria.
Originality/value
The data of this study allows to present a governance model that will enable managers to focus on their overarching objective of shareholder value without the challenges of pursuing multiple and sometimes conflicting goals that typically create negative impacts to non-shareholding stakeholders.
Keywords
Acknowledgements
The authors are grateful for the research funding received from The British Academy for this project. The authors also thank Fidelity Bank, Nigeria, for the data access granted.
Citation
Adegbite, E., Amaeshi, K., Nakpodia, F., Ferry, L. and Yekini, K.C. (2020), "Corporate social responsibility strategies in Nigeria: a tinged shareholder model", Corporate Governance, Vol. 20 No. 5, pp. 797-820. https://doi.org/10.1108/CG-12-2019-0389
Publisher
:Emerald Publishing Limited
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