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Assessing corporate-community involvement strategies in the Nigerian oil industry: An empirical analysis


  • Idemudia, Uwafiokun


The desire of oil companies operating in the Niger Delta to secure their social license to operate, and address their community development obligations, has led in recent years to the adoption of corporate social responsibility (CSR) policies and strategies. Drawing on quantitative and qualitative data collected in host communities within the Niger Delta in Nigeria, the paper compares the effectiveness of two different corporate-community involvement strategies. The evidence suggests that while the corporate-community foundation model has certain advantages over the in-house community investment model, both approaches suffer from a common shortcoming that limits the impact of oil companies' efforts on community development in their host communities. The paper concludes by exploring the implications of the research findings for corporate-community involvement in the Nigerian oil industry.

Suggested Citation

  • Idemudia, Uwafiokun, 2009. "Assessing corporate-community involvement strategies in the Nigerian oil industry: An empirical analysis," Resources Policy, Elsevier, vol. 34(3), pages 133-141, September.
  • Handle: RePEc:eee:jrpoli:v:34:y:2009:i:3:p:133-141

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    References listed on IDEAS

    1. Humphreys, David, 2000. "A business perspective on community relations in mining," Resources Policy, Elsevier, vol. 26(3), pages 127-131, September.
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    Cited by:

    1. Gordon Liu & Teck-Yong Eng & Wai-Wai Ko, 2013. "Strategic Direction of Corporate Community Involvement," Journal of Business Ethics, Springer, vol. 115(3), pages 469-487, July.
    2. Barber, Marcus & Jackson, Sue, 2012. "Indigenous engagement in Australian mine water management: The alignment of corporate strategies with national water reform objectives," Resources Policy, Elsevier, vol. 37(1), pages 48-58.
    3. repec:eee:jrpoli:v:52:y:2017:i:c:p:54-64 is not listed on IDEAS


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