Evolving corporate social responsibility practices and their impact on social conflict

Abstract

This study investigates Corporate Social Responsibility (CSR) activities in Baotou, Inner Mongolia, emphasising the shift from a state-owned business (SOE) to a multinational corporation (MNC) and its impact on community relations and social conflict. The research employs the CSR 2.0 strategy, transitioning from conventional charity to partnership-oriented efforts, using qualitative data obtained from semi-structured interviews with local stakeholders. The results indicate that while the multinational corporation has sought to enhance openness and community involvement, persistent concerns over environmental harm and unfulfilled development commitments continue to erode confidence and exacerbate social tensions. Moreover, the MNC's CSR initiatives often prioritise trained labour from external sources, resulting in local discontent and scepticism over the efficacy of CSR in addressing entrenched problems. Policy proposals emphasise the need for robust CSR rules, open reporting, and coordination among firms, governments, and civil society to facilitate sustainable community development. This study underscores that CSR programs must proactively confront historical challenges and be tailored to local situations. Additional study is required to investigate conflict-sensitive CSR strategies in diverse countries, with the objective of alleviating social tensions in resource-dependent communities and fostering more sustainable industrial practices.