Corporate social responsibility and Canadian mining companies in the developing world: The role of organizational leadership and learning
| dc.contributor.author | Dashwood, H.S. | |
| dc.contributor.author | Puplampu, B.B. | |
| dc.date.accessioned | 2019-04-29T09:28:00Z | |
| dc.date.available | 2019-04-29T09:28:00Z | |
| dc.date.issued | 2010-01 | |
| dc.description.abstract | This paper explores the role of firm-level dynamics in order to explain the extent to which mining companies show a commitment in policy and practice to the principle of corporate social responsibility (CSR). The authors argue that attention must be given to organizational variables, including the role of leadership and learning. As theorizing on CSR in the developing country context remains underdeveloped, this paper tests the applicability of existing organizational behaviour concepts to a case study of a Canadian, mid-tier mining company operating in Ghana by exploring the mechanisms by which mining companies come to recognize and act on their CSR obligations. © Canadian Journal of Development Studies, 2010. All rights reserved. | en_US |
| dc.identifier.other | DOI: 10.1080/02255189.2010.9669287 | |
| dc.identifier.other | Vol. 30(1): pp 175-196 | |
| dc.identifier.uri | http://ugspace.ug.edu.gh/handle/123456789/29620 | |
| dc.language.iso | en | en_US |
| dc.publisher | Canadian Journal of Development Studies | en_US |
| dc.title | Corporate social responsibility and Canadian mining companies in the developing world: The role of organizational leadership and learning | en_US |
| dc.type | Article | en_US |
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