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Local communities around the Niger Delta resource extraction zone have benefited from Corporate Social Responsibility (CSR), which has also in many occasions pitted them against one another or against the Transnational corporations and/or the state government. A field visit to the Nigeria’s Niger Delta shows that local communities have been compelled to modify their traditional practices and alliances in order to sustain the little benefits accruable to them via CSR. This stems the violent reactions against the corporations or the state government. To reduce the tendency to violent conflict without jeopardizing the intensity of CSR, firms need not sustain dominance of the process of deciding the manner of delivering the CSR. A greater responsibility is to be afforded other stakeholders, especially the local communities, in the decision making process. Hence, even in CSR the meaning of stakeholder participation needs to shift from mere representation to authentic participation.

Responding Creatively to Faulty Corporate Social Responsibility Practices: The Case of Nigeria’s Niger Delta