Abstract
The purpose of this study is to analyse the implementation of corporate social responsibility programmes by Marange mining companies to determine whether they mitigate negative social and environmental impacts and contribute to sustainable development in the communities in which they operate. Miners can become good corporate citizens for their stakeholders, communities and societies by adopting the concept of corporate social responsibility which has emerged as an increasingly crucial concept globally and has become an important part of the debate on sustainability . This study makes an important contribution to understanding of the Marange Diamonds corporate social responsibility (CSR) case study. Content analysis research methodology was adopted for this study. The contents of websites are examined since, being private, the companies are under no obligation to publish annual financial statements. Analysis is based on the impact of CSR and mining activities on quality, income (economy), education , and health of the communities. Several areas of CSR are open to diamond miners; these include ethics , law, employee health and safety, the environment, education , philanthropy , and economy. The study also demonstrated that challenges also exist in these areas: economic responsibility ; employee health and safety; recruitment of qualified lecturers; legal responsibility ; environmental responsibility ; philanthropic responsibility ; and ethical responsibility . The conclusion of this study is that mines in Marange in eastern Zimbabwe failed to take advantage of opportunities presented by CSR to manage both risks and their images as catalysts of sustainable development. Further conclusions are that CSR activities that temporarily satisfy short-term needs are to be avoided; CSR should include community participation to achieve adoption Miners should be proactive in identifying the nature of communities they move into and the dynamics arising therefrom and finally, CSR activities must be reported to avoid misunderstanding and to gain trust of all stakeholders.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Albinger, H. S., & Freeman, S. J. (2000). Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3), 243–253.
Amodu, L. A. (2012). Community relations and conflict resolution in the Niger Delta: A study of three major oil companies. A Ph.D. thesis submitted to the Department of Mass Communication, Covenant University, Otta, Ogun State Nigeria.
Asemah, E. S, Okpanachi, R. A., & Olumuji, E. O. (2013). Universities and corporate social responsibility performance: An implosion of the reality. African Research Review, 7(4), 195–224.
Atakan, M. G. S., & Eker, T. (2007). Corporate identity of a socially responsible university: A case from the Turkish higher education sector. Journal of Business Ethics, 76, 55–68.
Berger, B. L. (2004). Qualitative research methods. Boston: Pearson Education Inc.
Berger, C. R., & Calabrese, R. J. (1975). Some explorations in initial interaction and beyond: Toward a developmental theory of interpersonal communication. Human Communication Research, 1(2), 99–112.
Barnett, M. L. (2007). Stakeholder Influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review, 32(3), 794–816.
Bowen, R. (1953). Social responsibilities of the businessman. New York: Harper.
Calabrese, A., Costa, R., Menichini, T., Rosati, F., & Sanfelice, G. (2013). Turning corporate social responsibility-driven opportunities in competitive advantages: A two-dimensional model. Knowledge and Process Management, 20(1), 50–58.
Calabrese, A., & Lancioni, F. (2008). Analysis of corporate social responsibility in the service sector: Does exist a strategic path? Knowledge and Process Management, 15(2), 107–125.
Calabrese, A., & Scoglio, F. (2012). Reframing the past: A new approach in service quality assessment. Total Quality Management and Business Excellence, 23(11–12), 1329–1343.
Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), 497–505.
Carroll, A. B. (1991, July–August). The pyramid of corporate social responsibility: Toward the moral management of organisational stakeholders. Business Horizons.
Chininga, C. (2013). Parliament report on Marange diamond mining. Retrieved August 5, 2017, from http://petergodwin.com/wp-content/uploads/2013/06/Chininga-Parliament-Report-on-Marange-Diamond-Mining-June-2013.pdf.
Creswell, J. W. (1998). Qualitative inquiry and research design: Choosing among five traditions. California: Sage.
Dahan, G. S., & Senol, I. (2012). Corporate social responsibility in higher education institutions: Istanbul Bilgi University case. American International Journal of Contemporary Research, 2(3), 95–103.
Davis, K. (1973). The case for and against business assumption of social responsibilities. Academy of Management Journal, 16(2), 312–322.
Donoghue Vs Stevenson. (1932). Appeal Court at 562 and cf.[1932]. All England Law Report at 1.
Fan, H. (2010). Corporate social responsibility. Accessed on July 11, 2017, from http://www.lawifochina.com/display.aspx?id=7344&lib=law.
Folarin, B. (2005). Theories of mass communication: An introductory text, 3rd ed. Lagos: Bakinfol Publications.
Freeman, E., & Reed, D. (1983). Stockholders and stakeholders: A new perspective on corporate governance. California Management Review, 3(25), 88–106.
Freeman, R. E., & Velamuri, S. R. (2006). A new approach to CSR: Company stakeholder responsibility. In A. Kakabadse & M. Morsing (Eds.), Corporate social responsibility: Reconciling aspiration with application (pp. 9–23). Houndsmills: Palgrave Macmillan.
Friedman, M. (1962). Capitalism and freedom (p. 133). University of Chicago Press.
Friedman, M. (1970). The social responsibility of business is to increase its profits. The New York Times Magazine, 13, 32–33.
Government of India. (2014). Companies Act 2013 (18 of 2013): The Companies (Corporate Social Responsibility Policy) Rules 2014. Accessed on June 26, 2017, from https://www.nmdc.co.in/CSR/33.pdf.
Gumport, P. J. (2000). Academic restructuring: Organisational change and institutional imperatives. Higher Education, 39, 67–91.
Gummesson, E. (2006). Many-to-many marketing as grand theory: A Nordic school contribution in Lusch, responsibility. In A. Kakabadse & M. Morsing (Eds.), Corporate social responsibility: Reconciling aspiration with application (pp. 9–23). New York.
Hayek, F. A. (1969). The corporation in a democratic society: In whose interest ought it and will it be run? In H. Ansoff (Ed.), Business strategy. Harmondsworth: Penguin Books.
Henderson, D. (2005). The role of business in the world of today. Journal of Corporate Citizenship, 17, 30–32.
Heslin, P. A., & Ochoa, J. D. (2008). Understanding and developing strategic corporate social responsibility. Organisational; Dynamics, 37(2), 125–144.
Hillman, A. J., & Keim, G. D. (2001). Shareholder value, stakeholder management, and social issues: What’s the bottom line?. Strategic Management Journal, 22(2), 125–139.
Holme, R., & Watts, P. (2000). Corporate social responsibility: Making good business sense (p. 8). Geneva: WBCSD Conches.
Husted, B. W., & Allen, D. B. (2007). Strategic corporate social responsibility and value creation among large firms: Lessons from the Spanish experience. Long Range Planning, 40, 594–610.
Karnani, A. (2011). Doing well by doing good: The grand illusion. California Management Review, 53(2), 69–86.
Kolk, A., & van Tulder, R. (2001). International business, corporate social responsibility and sustainable development. International Business Review, 19, 119–125.
Kotler, P., & Lee, N. (2005). Corporate social responsibility: Doing the most good for your company and your cause. Hobokem, NJ: Willey.
Kurucz, E., Colbert, B., & Wheeler, D. (2008). The business case for corporate social responsibility. In A. Crane, A. McWilliams, D. Matten, J. Moon, Siegel D (Eds.), The Oxford Handbook of Corporate Social Responsibility (pp. 83–112). Oxford: Oxford University Press.
Lewis, A. W. (1958). Unlimited labour: Further notes. The Manchester School, 26(1), 1–32.
Melewar, T. C., & Akel, S. (2005). The role of corporate identity in higher education sector: A case study. Corporate Communications: An International Journal, 10(1), 41–57.
Mintzberg, H. (1983). The case for corporate social responsibility. Journal of Business Strategy, 4, 3–15.
Nidumolu, R., Prahalad, C. K., & Rangaswami, M. R. (2009). Why sustainability is now the key driver of innovation. Harvard Business Review, 87(9), 25–34.
Ofori, D (2005). Corporate Social Responsibility (CSR) perspectives of leading firms in Ghana, Corporate Governance. The International Journal of business in Society, University of Ghana Business School, University of Ghana, Legon, Ghana.
Orubu, C. O., Odusula, A., & Ehwarieme, W. (2004). The Nigerian oil industry: Environmental diseconomies, management strategies and the need for community involvement. Journal of Human Ecology, 16(3), 203–214.
Porter, M. E., & Kramer, M. R. (2006a). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, R0612D, 1–15.
Porter, M. E., & Kramer, M. R. (2006b). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84, 78–92.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1–2), 62–77.
Raufu, G, (2005), Public relations principles. Nigeria, Meek Associates, Surulere, Lagos.
Robbins, S., & Coutler, M. (2005). Social responsibility and managerial ethics. In Management (8th ed., pp. 100–103). Prentice Hall.
Scherer, A. G., & Palazzo, G. (2008). Globalisation and corporate social responsibility. In A. Crane, A. McWilliams, D. Matten, J. Moon, & D. Siegel (Eds.), The Oxford handbook of corporate social responsibility (pp. 413–431). Oxford University Press.
Shankelman, J. (2007). Oil, profits and peace: Does business have a role in peacemaking? (pp. 60–61). Washington, DC: United States Institute of Peace Press.
Smith, N. C. (2003). Corporate social responsibility: Not whether, but how? Centre for Marketing Working Paper No. 023-701, 1–35.
Stensaker, B. (2007). The relationship between branding and organisational change. Higher Education Management and Policy, 19(1), 13–29.
Whellams, M. (2007). The Role of CSR in Development; A case study involving the mining industry in South America. A Thesis Submitted to Saint Mary’s University, Halifax, Nova Scotia in Partial Fulfilment of the Requirements for the Degree of Masters of International Development Studies.
Zadek, S. (2001). Third generation corporate citizenship. A foreign Policy Centre/Accountability Report. Retrieved August 3, 2017, from http://fpc.org.uk/fsblob/49.pdf.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Nhavira, J.D.G. (2019). The Socio-economic Impact of Corporate Social Responsibility on the Zimbabwe Mining Industry. In: Mugova, S., Sachs, P. (eds) Opportunities and Pitfalls of Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-030-17102-5_4
Download citation
DOI: https://doi.org/10.1007/978-3-030-17102-5_4
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-17101-8
Online ISBN: 978-3-030-17102-5
eBook Packages: Business and ManagementBusiness and Management (R0)