CSR stakeholder engagement and Nigerian tobacco manufacturing sub‐sector

Bethel Uzoma Ihugba

African Journal of Economic and Management Studies, 2012, vol. 3, issue 1, 42-63

Abstract: Purpose - The purpose of this paper is to investigate the stakeholder engagement approach, level, rationale and implications for corporate social responsibility (CSR) management and governance in the Nigerian tobacco sub‐sector. Design/methodology/approach - Data were obtained from the published social reports of British American Tobacco Nigeria (BATN). These data are used to analyse BATN's CSR initiatives and stakeholder engagement against Arnstein's citizenship participation model and reasons for companies' engagement in CSR initiatives. Other literature, such as news reports and articles were used to contextualise the analysis. Findings - Findings suggest that the engagement appears too controlled and lacking in authenticity; and that the stakeholder engagement framework needs to be developed to improve informed and balanced stakeholder participation and progressive CSR programmes. Research limitations/implications - The findings may not be readily generalisable, as the study was based on one company, although the data included a seven year company social report and other independent and external literature, e.g. news reports, to help contextualise the social reports. More research may be needed from other sub‐sectors to demonstrate generalisability. Practical implications - The findings suggest that entirely discretionary CSR and stakeholder engagement may reduce its developmental impact and sustainability. To avert this, especially in Nigeria, some framework is needed to increase informed participation of relevant stakeholders and encourage a sustainable CSR practice. Originality/value - To the best of the author's knowledge, this is the first case study that explores CSR and stakeholder engagement in the Nigeria tobacco sub‐sector.

Keywords: Nigeria; Corporate social responsibility; Stakeholders; Corporate governance; Stakeholder engagement; Legitimacy theory; Stakeholder theory; Tobacco (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ajemsp:v:3:y:2012:i:1:p:42-63

DOI: 10.1108/20400701211197276

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