Corporate Social Responsibility (CSR) and Conflict Management: A Case Study of SPDC’s Framework in Rivers State, Nigeria

Abstract

Earlier years had seen the Niger Delta of Nigeria as a hot-bed of violence and conflict owing to the concentration of rich natural resources qualified as the “black gold” in the region. In recent time the appetite to manage and quell crises in the region has become a very fundamental course, as both state and non-state actors have devised one approach or the other to salvage the situation, and one of such approach is the corporate social responsibility framework. This study examined the nexus between Shell Petroleum Development Company (SPDC) corporate social responsibility framework and conflict management in oil bearing communities of Rivers State, Nigeria. Stakeholder theory was adopted as the theoretical framework. Data were collected through the use of questionnaire, interview and focus group discussion. The data were quantitatively and qualitatively analyzed using frequency tables, percentages, and charts. Chi-square statistical technique was used to test the hypotheses. The findings showed a significant relationship between non pro-poor corporate social responsibility and persistent social resistance in oil bearing communities. Findings further reveal that a positive relationship exists between economic growth, empowerment and reduction in social conflict. The study also reveals that Projects and policies based on need assessment are capable of reducing social conflict. The study recommends that SPDC should adopt a more functional approach to ensure pro-poor based corporate social responsibility investment. Evolve a sustainable Human capital development and further incorporate the local community as stakeholders.

Keywords: Corporate social responsibility, Conflict, conflict management, social investment, SPDC, community resistance, economic empowerment.