Managerial and stakeholder perceptions of an Africa-based multinational mining company's Corporate Social Responsibility (CSR)

Abstract

Corporate Social Responsibility (CSR) has become an important concern in the mining sector in recent years but has been overlooked heavily in the context of developing countries. This article helps to bridge this gap by exploring management and stakeholders’ perceptions of a Malawian-based Australian multinational mining company's CSR strategy. The findings suggest that management's views of CSR differ significantly from those of stakeholders. While managers have a classical and limited view of the firm's role in mining communities and wider society, stakeholders generally have a broader idea of what social responsibilities companies can assume within wider society.