Learning to Collaborate: The Case Study of a Chinese–Kenyan CSR Effort

Abstract

Chinese companies in Africa have garnered a bad reputation when it comes to ‘giving back’ to local societies. But in practice, some Chinese companies are exploring new models of corporate social responsibility in Africa. This case study describes the development of a responsible business model for a Chinese state-owned enterprise in Kenya through a public–private partnership. Throughout the design and approach of this project, the Chinese company worked in collaboration with the Kenyan government and local stakeholders. The lessons learned include the value of cross-sectoral teams (public, private, and non-profit), the heterogeneity of the interests of different parties within the same government, and the existence of Chinese managers committed to investing in socially beneficial local programs in Africa. In addition, for more of such programs to succeed, additional numbers of culturally and linguistically fluent managers and workers are needed to serve as bridges between Africa and China.