Mission impossible?: Adopting a CSR-based business model for extractive industries in developing countries
Corporations in the extractive industries often state their commitment to “corporate social responsibility” principles, but their actual implementation of these principles, particularly in developing countries, is questionable. This contradiction between rhetoric and reality is attributable to the fact that these companies have not fully integrated CSR into their business models. This can been seen in assessments of projects' costs and benefits, project and technology selection, respect for community consent, and performance incentive structures. The Marlin gold mine in Guatemala provides a concrete example of these sharp contradictions between stated CSR commitments and actual performance.
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- Bush, Ray, 2009. "'Soon there will be no-one left to take the corpses to the morgue': Accumulation and abjection in Ghana's mining communities," Resources Policy, Elsevier, vol. 34(1-2), pages 57-63.
- Anthony Bebbington & Leonith Hinojosa & Denise Humphreys Bebbington & Maria Luisa Burneo & Ximena Warnaars, 2008. "Contention and Ambiguity: Mining and the Possibilities of Development," Brooks World Poverty Institute Working Paper Series 5708, BWPI, The University of Manchester.
- Kolstad, Ivar & Wiig, Arne, 2009. "Is Transparency the Key to Reducing Corruption in Resource-Rich Countries?," World Development, Elsevier, vol. 37(3), pages 521-532, March.
- Virginia Haufler, 2010. "Disclosure as Governance: The Extractive Industries Transparency Initiative and Resource Management in the Developing World," Global Environmental Politics, MIT Press, vol. 10(3), pages 53-73, August.
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