A clash of cultures (and lawyers): Anglo Platinum and mine-affected communities in Limpopo Province, South Africa
AbstractThe human rights related controversies surrounding Anglo Platinum's Mogalakwena mine in South Africa's Limpopo Province hit the world stage in 2008, attracting public scrutiny and instigating much debate in the realm of international business and human rights discussions. We provide an in-depth analysis of the controversies at Mogalakwena, and Anglo Platinum's responses. This case study contributes to ongoing debates on mining company-community relations in the context of the emerging business and human rights agenda, specifically with respect to the notion of human rights ‘due diligence’. We argue that the Mogalakwena case study illustrates the risks of companies adhering to and emphasizing the technical and logistical facets of due diligence, without sufficient attention to the relational, communicative and emergent aspects, which are closely tied to corporate culture. We highlight the complexities of company-community relationships, with particular reference to the issues of legitimate community representation and participatory decision-making, and discuss the role that organizational culture plays in exacerbating or mitigating corporate-community conflict. The case study demonstrates how legal challenges often exacerbate rather than resolve the conflicts that arise due to a clash between corporate and community cultures. We suggest the need for corporate leaders to become more conscious of this cultural dimension of effective social management, particularly when interacting with communities whose cultures are markedly different from those of business corporations.
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Bibliographic InfoArticle provided by Elsevier in its journal Resources Policy.
Volume (Year): 37 (2012)
Issue (Month): 2 ()
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Web page: http://www.elsevier.com/locate/inca/30467
Mining; Human rights; Corporate social responsibility; Resettlement; Culture; South Africa;
Find related papers by JEL classification:
- L72 - Industrial Organization - - Industry Studies: Primary Products and Construction - - - Mining, Extraction, and Refining: Other Nonrenewable Resources
- M14 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
- O22 - Economic Development, Technological Change, and Growth - - Development Planning and Policy - - - Project Analysis
- Q01 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - General - - - Sustainable Development
- Q34 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Nonrenewable Resources and Conservation - - - Natural Resources and Domestic and International Conflicts
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Biggs, Stephen & Smith, Sally, 2003. "A Paradox of Learning in Project Cycle Management and the Role of Organizational Culture," World Development, Elsevier, vol. 31(10), pages 1743-1757, October.
- Hilson, Gavin & Murck, Barbara, 2000. "Sustainable development in the mining industry: clarifying the corporate perspective," Resources Policy, Elsevier, vol. 26(4), pages 227-238, December.
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- Warhurst, Alyson & Mitchell, Paul, 2000. "Corporate social responsibility and the case of Summitville mine," Resources Policy, Elsevier, vol. 26(2), pages 91-102, June.
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