Abstract
ABSTRACTThis case study explores the experience of a company in a controversial industry sector and its efforts to act in a socially responsible manner when establishing a presence in a regional market. We examine the management of stakeholder relationships and communication, and identify the challenges associated with implementing corporate social responsibility (CSR) initiatives. Our findings highlight the importance of ongoing and broad stakeholder identification, prioritization and management. This case study demonstrates the key role of commitment from senior management and front‐line employees and the importance of a CSR champion. Commitment must be demonstrated at a local level to facilitate community engagement, feedback and monitoring. Finally, the findings highlight the externality of stakeholder networks and their non‐centric relationship with the company. Thus, a company is not the centre of the stakeholder network; the network has a life of its own, regardless of a company's involvement or non‐involvement. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.
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