Contradictions between Carroll’s Pyramid of Corporate Social Performance Model: A Case of Shell Nigeria

Abstract

With a focus on Shell Nigeria, this study critically evaluates its CRS initiatives and business practices as against the Pyramid of Corporate Social Responsibility model by Archie B. Carroll, which is split into four and must be fulfilled simultaneously for a business to be successful in the field of CSR. The Stakeholder Theory by Edward Freeman will be used as a framework to help in defining and analyzing the stakeholders of Shell Nigeria Ltd and the components of Carroll’s pyramid of CSR. The case study method will be used from secondary source. The result of the analysis will suggest that Shell Nigeria Ltd seems not to fulfill all four responsibilities in the Carroll’s Pyramid of CRS. It is generating financial returns, it is not obeying the law in all instances, it does not deal with ethics, and though it is engaging in social activities and donating contributions to communities, but the “forced” relationship with some host communities shows that Shell has been implementing as almost entitled to do it, its own “good policies and principles” in Nigeria, taking advantages of the high level of poverty, ignorance, military and political corruption. Shell is lakaideiscal in non-core residual CSR attitude. Instead of being strategic, Shell often sees CSR budget as slush fund for illegally settling regulatory authorities and so-called leaders of host communities. The antidote among other things is to jettison this dimension of corporate social (ir) responsibility and adopt strategic, purposeful, well-focused change-oriented social responsibility agenda.