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Drawing on the functional structural systems theory of Niklas Luhmann and the theory of colonisation of the social lifeworld advanced by Jurgen Habermas, it is argued that the Big Society project in the UK is about the creation of an alternative non-state welfare infrastructure by the linking of wealthy donors with opportunities to engage in venture philanthropy in the third sector. The paper aims to discuss these issues.

The paper outlines key features of Luhmann's theory relating to autopoiesis and structural coupling to illustrate its conceptual strength in making the colonisation process visible.

The paper illustrates the ways in which system imperatives underpinning the colonisation process absorb and subordinate public activism to narrow market principles forcing the third sector to communicate in the language of the market rather than caritas.

The real implication of these developments for the character of the voluntary sector requires further critical examination not only because the state's enduring commitment to welfare may be in question but also for the growing significance of entrepreneurial philanthropy in shaping the character of volunteering and charitable activities and welfare relationships.

The paper applies Luhmann's theory relating to autopoiesis and structural coupling to make key features of government colonisation of the third sector visible.

This paper aims to consider the development of corporate social responsibility (CSR) projects by Catoca, a diamond mining company in Angola, along with the effectiveness of these projects, and the benefits to stakeholders.

The research method used was direct observation and semi-structured interview with executives and administrative employees of the company, and collaborators of CSR projects, during 2010, 2011 and 2012. We also analyse documents about CSR projects developed by Catoca and identify the challenges faced.

The management of CSR projects is hampered by the low disclosure of results and the absence of social indicators. This may generate inadequate results compared to investment. The assumption of low stakeholder expectation and the absence of social indicators may lead to neo-philanthropic or preconceived actions that ignore local peculiarities.

This study is limited to one company, and the lack of social indicators means it is difficult to evaluate the reported results.

This paper improves understanding of the challenges involved in CSR projects in Africa and may also be useful for companies that develop CSR projects, drawing attention to issues that could compromise the proper use of resources and hamper results.

This study considers Angola, which is using its natural resources to boost economic and social development, establish partnerships with foreign companies and encourage the development of CSR programmes which often end up filling gaps left by the absence of government action.

This study contributes to the largely under-researched area of CSR projects in Angola.