Challenges in the Era of Globalization - iaabd

Proceedings of the 12th Annual Conference © 2011 IAABD
fundamentally constitutes a means of establishing “what is happening; to seek new insights; to ask
questions and to assess phenomena in new light.”
In this qualitative study, the case study approach was adopted since it provided an excellent opportunity
for a detailed and thorough examination of CSR practices of the focal company (MTN) in Ghanaian
context.
Data for the paper was collected from a leading telecommunication service provider in Ghana in an
attempt to gain an understanding into CSR practices under the conceptual lenses of a stakeholder model
for implementing CSR in marketing developed originally by Branco and Rodrigues (2006) and adopted
and modified by Hinson et al., (2010). A comparative study was conducted in order to ascertain MTN’s
CSR programmes per the study’s framework. Personal visits were made to the organization and the
Executive Secretary of MTN Foundation was interviewed on January 14, 2011 covering wide range of
issues concerning CSR activities the company engages in. The interview sought to identify how MTN
plans and implements its’ CSR engagements and which stakeholder interest are captured. The interview
was recorded, transcribed, and subsequently used as part of inputs into the findings of the study.
Other sources of evidence included documentation and archival records obtained mainly from the
website of MTN.
Discussion of findings
Currently, MTN’s CSR programmes focus on philanthropic activities to support the poor communities in
Ghana in two main areas: health and education. These activities are planned and implemented by an
independent body; “MTN Foundation”, a separate unit within the organization responsible for CSR
programmes. As the Executive Secretary of the Foundation noted;
“The MTN Foundation has its own structure and its’ Board of Directors and focus on two areas: health
and education.”
However, an examination of MTN’s mission statement posted on the company’s website suggest
commitment to multiple stakeholder groups such as customers, shareholders, employees and the
community in which MTN operates. This is evident in the mission statement below:
“Building shareholders’ value by ensuring maximum customer satisfaction through providing latest
telecommunication services, at the most economical rates while meeting its social responsibilities as good
corporate citizen and providing growth prospects for its employees.”
Having expressly and overtly declared commitment to these multiple stakeholders, it was expected that an
apex body such as the MTN Foundation would have been a suitable platform for coordinating
programmes aimed at addressing the issues of interest to these stakeholders. It was however, observed
that marketing activities and CSR are planned and implemented separately and poorly coordinated. In
response to a question that sought to find out how CSR activities are coordinated and embedded in
MTN’s marketing activities, the Executive Secretary of the Foundation had this to say;
“CSR is independent and doesn’t necessarily have to look at what marketing is doing before undertaking
its projects. Marketing and CSR are two different kinds of entities, Marketing does its shows, publicity to
be able to generate some income and give a percentage for CSR activities”
This findings confirms similar observations made by Maignan et al. (2005), indicating that even though
many some leading businesses –including Shell, Beyond Petroleum, and Starbucks-have introduced
innovative corporate social responsibility (CSR) initiatives, many organizations have failed to implement
a solid CSR programme that truly integrates and balances their responsibilities to various stakeholder
groups.
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