Paradoxes and dilemmas for stakeholder responsive firms in the extractive sector: Lessons from the case of shell and the ogoni [Book Review]
Journal of Business Ethics 39 (3):297 - 318 (2002)
AbstractThis paper examines some of the paradoxes and dilemmas facing firms in the extractive sector when they attempt to take on a more stakeholder-responsive orientation towards issues of environmental and social responsibility. We describe the case of Shell and the Ogoni and attempt to draw out some of the lessons of that case for more sustainable operations in the developing world. We argue that firms such as Shell, Rio Tinto and others may well exhibit increasingly stakeholder-responsive behaviours at the corporate, strategic level. However for reasons of strategy, lack of competency or institutional will this increasing level of corporate responsiveness may not be mirrored effectively in dealings between subsidiary business units and their most important direct stakeholders: for example local communities and in the developing world. We contrast the struggles of Shell to replicate its corporate stakeholder-responsiveness at the local level in Nigeria with the experiences of other firms that seem to have developed managerial capabilities at a somewhat deeper level throughout the firm with consequent benefits both for stakeholders and the business.
Similar books and articles
The Evolution of Shell’s Stakeholder Approach: A Case Study.Jane Wei-Skillern - 2004 - Business Ethics Quarterly 14 (4):713-728.
Drivers of Environmental Disclosure and Stakeholder Expectation: Evidence From Taiwan. [REVIEW]Cheng-Li Huang & Fan-Hua Kung - 2010 - Journal of Business Ethics 96 (3):435 - 451.
Configuration of External Influences: The Combined Effects of Institutions and Stakeholders on Corporate Social Responsibility Strategies. [REVIEW]Min-Dong Paul Lee - 2011 - Journal of Business Ethics 102 (2):281-298.
Expressions of Corporate Social Responsibility in U.K. Firms.Diana C. Robertson & Nigel Nicholson - 1996 - Journal of Business Ethics 15 (10):1095 - 1106.
Does Corporate Social Responsibility Influence Firm Performance of Indian Companies?Supriti Mishra & Damodar Suar - 2010 - Journal of Business Ethics 95 (4):571 - 601.
Dealing with Wicked Issues: Open Strategizing and the Camisea Case. [REVIEW]Ruth Schmitt - 2010 - Journal of Business Ethics 96 (S1):11-19.
Corporate and Stakeholder Responsibility: Making Business Ethics A Two-Way Conversation.Andrew C. Wicks - 2007 - Business Ethics Quarterly 17 (3):375-398.
Added to PP
Historical graph of downloads
Citations of this work
Ethical Blindness.Guido Palazzo, Franciska Krings & Ulrich Hoffrage - 2012 - Journal of Business Ethics 109 (3):323-338.
Stakeholder Engagement: Beyond the Myth of Corporate Responsibility.Michelle Greenwood - 2007 - Journal of Business Ethics 74 (4):315-327.
Behind the Mask: Revealing the True Face of Corporate Citizenship. [REVIEW]Dirk Matten, Andrew Crane & Wendy Chapple - 2003 - Journal of Business Ethics 45 (1-2):109 - 120.
Corporations, Stakeholders and Sustainable Development I: A Theoretical Exploration of Business–Society Relations.Reinhard Steurer, Markus E. Langer, Astrid Konrad & André Martinuzzi - 2005 - Journal of Business Ethics 61 (3):263-281.
The Role of NGOs in CSR: Mutual Perceptions Among Stakeholders.Daniel Arenas, Josep M. Lozano & Laura Albareda - 2009 - Journal of Business Ethics 88 (1):175-197.
References found in this work
Corporate Social Responsibility Evolution of a Definitional Construct.Archie B. Carroll - 1999 - Business and Society 38 (3):268-295.
Business Ethics and Stakeholder Analysis.Kenneth E. Goodpaster - 1991 - Business Ethics Quarterly 1 (1):53-73.
Business Ethics at the Millennium.R. Edward Freeman - 2000 - Business Ethics Quarterly 10 (1):169-180.
Cannibals with Forks: The Triple Bottom Line of 21st Century Business.John Elkington - 2000 - Journal of Business Ethics 23 (2):229-231.