Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration




The inability of some corporate social responsibility (CSR) managers to satisfy stakeholders’ expectations to deliver on corporate social responsibility outcomes has led to protests, unrest, threats, and shutdowns of operations of companies in Nigeria’s oil and gas industry. CSR program managers who do not establish strategies to improve stakeholder engagement may experience business failure. Grounded in stakeholder theory, the purpose of this qualitative multiple case study was to explore strategies CSR managers use to improve CSR outcomes. Participants for the study were 8 CSR managers who formulate policy, initiate and implement CSR programs in companies operating in Nigeria’s oil and gas industry, and who stand to benefit from more effective and efficient ways of engaging stakeholders. Data were collected primarily from interviews of managers and secondarily from publicly available documents of the two companies. Collected data were coded and analyzed using thematic analysis. The 6 themes that emerged from the analysis were multifaceted communications, discussions and negotiations, social welfare, empowerment and development, community first, and sustainability. Managers may use the findings of the study to improve on business practice through the adoption of multiple stakeholder engagement and dialogue processes that may lead to improved stakeholder salience and engagement. Implications for social change include improved stakeholder relationships, more active stakeholder involvement in CSR programs, more positive perception of CSR programs by stakeholders, and sustainability for the industry.

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