Corporate social responsibility in Sub-Saharan Africa: hindering and supporting factors

Purpose - In recent years, the concept of corporate social responsibility (CSR) has gained recognition and importance in both business and political settings. While considerable research has been conducted on CSR in developed countries, the extant literature on CSR in Sub-Saharan Africa (SSA) is scant and CSR is seen in terms of philanthropy. This paper aims to examine CSR from a broader perspective and in particular to identify the factors that hinder and promote CSR activities in SSA using the Smit (2009) CSR Value Chain Model. Design/methodology/approach - This paper is based on data obtained from a survey conducted by GTZ (now GIZ) on factors promoting and hindering CSR in SSA. The study surveyed 85 companies from six countries, namely; South Africa, Ghana, Kenya, Malawi, Mozambique and Namibia. The study essentially examined the internal and external CSR environments of the companies in the participating countries. Findings - The study revealed that there are nine key promoting and hindering factors of CSR for businesses in SSA. These include: leadership and governance, policy framework, project management, monitoring, evaluation and reporting, stakeholder engagement, staff engagement, government, funding and beneficiation. The study recommends a systemic and context-sensitive approach that relies on the potential of organisations and communities to design and implement their own solution within global frameworks in order to further develop CSR in the region. Research limitations/implications - There are a number of limitations in this study. First, this study did not include any informants from the responding organisations' stakeholder groups, but relied mainly on information obtained from single respondents from organisations. Further research should include responses from other stakeholder groups. Practical implications - To promote or achieve the successful implementation of CSR and broaden its scope within the region beyond its current focus on philanthropy, managers must build bridges with their stakeholders through both formal and informal dialogues and engagement practices. Additionally, firms may enhance and maximise both social and economic value created when managers link their CSR activities to areas that improve firms' long-term competitive potential by collectively and systematically applying their distinctive strengths to such activities in accordance with the value chain model. Originality/value - The finding in this study is novel and adds an important contribution to the developing CSR literature in the SSA region.