Abstract
AbstractThe widespread adoption of corporate social responsibility (CSR) by oil multinational corporations (MNCs) in Nigeria supposedly marked a watershed in corporate–community relations in the Niger Delta. This is because, after decades of initially rejecting such responsibilities, oil MNCs reversal of attitude towards CSR was expected to at least tamper the scale and intensity of violence. However, despite such widespread claims of adherence to the ideals of CSR, corporate–community conflict has remained unabated and oil companies continue to be accused of familiar misdemeanour. This paper argued that structural and systemic deficiencies inherent in CSR practices limit the effectiveness of CSR as a vehicle for conflict prevention and reduction in the Niger Delta. The paper concludes by considering the implications for CSR‐conflict nexuses in the Nigerian oil industry. Copyright © 2009 John Wiley & Sons, Ltd.
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