Cult violence in Nigeria and corporate social responsibility in oil-producing communities

Abstract

Since the beginning of 2014, reports of cult violence have increased sharply in the Nigeria's oil producing communities. Hence, we set out to examine the role of corporate social responsibility (CSR) from multinational oil companies (MOCs) in mitigating the spread of cult group violence in the region. A total of two thousand four hundred respondents were sampled across the nine states of the Niger Delta. Results from the use of estimated logit model reveal that MOCs via Global Memorandum of Understanding (GMoU) are in good position to deter the aggression and rise of cult violence using interventions for youth as a priority target group mechanism. This calls for pro-youth capacity building programmes, specially designed to equip the clusters with appropriate skills required for peaceful engagement and to complement government efforts in the planning and implementation of the development agenda for their respective communities. In turn, this will contribute towards enhancing a peaceful environment for doing business in the Niger Delta region.

Gender and food security in Nigeria: the role of corporate social responsibility in the oil-producing communities

“…In this research work, we adopted a quantitative method, given the scarcity of quantitative data on the convolutions of CSR bearing in the region (Uduji et al , 2021, 2022a, 2022b, 2023). This study made use of a survey research method aimed at procuring information from an illustrative sample of female farmers.…”

“…Although the literature often frames the debate about CSR in a global context, there is very little empirical research on the nature and extent of CSR in developing countries (Ireland and Pillay, 2009; Ite, 2004; Jouber, 2020; Salamzadeh, 2020; Sheehy, 2014; Topic’, 2021; Topic’ et al , 2021). Nevertheless, there is a deep argument that CSR in emerging nations is most directly shaped by the socio-economic situation in which firms work and the development priorities such firms generate (Idemudia, 2014; Slack, 2012; Eweje, 2006; Asgil, 2012; Marchant, 2014; Uduji et al , 2022a, 2022b).…”