Dublin Core
Title
Examining the marketing-corporate social responsibility nexus
Creator
Robert Ebo Hinson
Description
Purpose – The purpose of this paper is to examine how corporate social responsibility is incorporated
into marketing strategy for a leading telecommunications firm (MTN) in Ghana. The paper examines the
corporate social responsibility practices of this firm by focussing on various dimensions of stakeholder
interests, norms and values.
Design/methodology/approach – A conceptual framework was adopted from the extant literature
and used as the basis for the single case study analysis. The authors interviewed senior management
of the company and also analysed corporate social responsibility (CSR) information posted on the
company’s website.
Findings – MTN has a strong commitment to social responsibility programmes. A separate
independent unit, dubbed, “MTN Foundation”, has been established with its own Board of Directors and
management team to manage CSR-related programmes. However, there seems to be lack of coordination
of activities of other departments such as marketing and human resources which are of equal interest
to major stakeholders. Again, in an effort to identify stakeholders’ interests, there appears to be a lack of
a proactive approach in examining the actual needs of prospective beneficiaries of CSR programmes
of the company.
Originality/value – The paper serves as a guide to managers in the planning and implementation
of social responsibility programmes within the context of developing countries and also adds to the
relatively parsimonious literature on CSR practices of firms operating in Africa.
Keywords Corporate, Social responsibility, MTN, Ghana, Marketing
into marketing strategy for a leading telecommunications firm (MTN) in Ghana. The paper examines the
corporate social responsibility practices of this firm by focussing on various dimensions of stakeholder
interests, norms and values.
Design/methodology/approach – A conceptual framework was adopted from the extant literature
and used as the basis for the single case study analysis. The authors interviewed senior management
of the company and also analysed corporate social responsibility (CSR) information posted on the
company’s website.
Findings – MTN has a strong commitment to social responsibility programmes. A separate
independent unit, dubbed, “MTN Foundation”, has been established with its own Board of Directors and
management team to manage CSR-related programmes. However, there seems to be lack of coordination
of activities of other departments such as marketing and human resources which are of equal interest
to major stakeholders. Again, in an effort to identify stakeholders’ interests, there appears to be a lack of
a proactive approach in examining the actual needs of prospective beneficiaries of CSR programmes
of the company.
Originality/value – The paper serves as a guide to managers in the planning and implementation
of social responsibility programmes within the context of developing countries and also adds to the
relatively parsimonious literature on CSR practices of firms operating in Africa.
Keywords Corporate, Social responsibility, MTN, Ghana, Marketing
Publisher
Emerald Group Publishing Limited
Date
2012
Source
https://www.researchgate.net/profile/Robert-Hinson-2/publication/235308888_Examining_the_marketing-corporate_social_responsibility_nexus/links/55a26da108aea815dffd07b4/Examining-the-marketing-corporate-social-responsibility-nexus.pdf