Even though the concept of Corporate Social Responsibility (CSR) has been applauded for several decades, the concept of stakeholder engagement is relatively new to the Ghanaian mining sector. This study investigates the CSR process of an extractive company and examines how stakeholders are engaged in CSR. Using purposive and snowball sampling in identifying its respondents, data was gathered through interviewing 21 selected respondents from various stakeholder groups and documents such as sustainability annual reports were analyzed. It was discovered that Newmont Ahafo Mines has consistently had a prominent CSR drive in Ghana for several years and stakeholder involvement in CSR is important for implementing relevant CSR programs. Findings of this study contribute to the building of empirical reference which will serve as guidelines for management practitioners dealing with stakeholder relations and CSR in Ghana’s mining sector. Therefore, it is recommended that the mining sector put immense effort in engaging various stakeholders in their CSR initiatives.

This paper aims to explore the motivations and challenges of engaging host communities in CSR practices within the context of Newmont Ahafo Mines (NAM), a subsidiary of a Multinational Mining Enterprise (MNE) operating in Ghana’s mining sector. This paper draws insights from stakeholder theory and interviews conducted with internal stakeholders (management and employees) and stakeholders in host communities (traditional rulers and community members). The findings indicate that effective decision-making, gaining legitimacy, cost savings, management of risks, and accountability are some of the perceived motivations of NAM’s stakeholder engagement in CSR. Nonetheless, the most critical challenges to NAM in improving stakeholder engagement in CSR practices are the lack of community members’ support in CSR projects, communities’ high expectations of NAM on development projects and over-dependency on NAM on the part of host communities. Therefore, it is reasonable for MNEs in emerging economies to attune engagement practices to the host community’s context. This will enable CSR practices and policies to fully exploit the latent benefits of CSR in the mining sector.

Introduction Strategic management has over the years gain recognition especially in higher educational institutions(Abukari & Corner, 2010). Contemporary, higher educational institutions are been run as business entities simply because theyare confronted by the reality of working in a more globally competitive environment. Government policies and stakeholders' expectations coupled with the inevitable recurring issues of financial constraints and other significant internal and external forces thwarts the smooth operation of these institutions. Technical University education in Ghana which started in 2016 could be considered as maiden hence very friable and face great pressure paving its way in the midst of an economy with its own inimitable constraints. Technical Universities' success in attracting resources and high-caliber staff and students, and perhaps an all-inclusive transformation from polytechnic to a University business model, which are essential for long-run survival requires a holistic approach. This paper critically assesses the strategic management practices in Technical Universities in Ghana and the outcome compared with international standards to ascertain how practical, and effective adopted strategic management policies are to the enhancement of national and international visibility of Technical Universities. Additionally, this paper explores how Technical University education could be strategically managed, sustained and enhanced by establishing new University business models, nonetheless sustaining commitments to the prime purpose of the University. The paper is set to spur enormous contributions on how improved management theory could be integrated into the management of the University. Furthermore, the paper offers illumination and in-depth insight into the strategic management practices of Technical Universities in Ghana by comparing them with standards of higher education of some developed economies. 2. Literature Review Armstrong (2010); Hill, Jones, and Schilling (2014), posit that the definitive goal of strategic management is to aid organizations further augment its flexibility, effectiveness and efficiencies. Armstrong and Taylor (2014), defined strategic management as encompassing the analysis, decisions, and actions an organization assumes in order to establish and ensure competitive advantages. Hill and Jones (2011) defined strategic management as a development and processes in an organization management comprises of establishing the mission, vision and goals, analysis of external and internal business environment, selection of an advantageous strategy, strategic planning, and proposals for organizational, administrative changes, establishing control systems, implementation of strategy and strategy evaluation.