Using Memoranda of Understanding to facilitate marine management in Canada

McCrimmon, Donald A.; Fanning, Lucia

doi:10.1016/j.marpol.2010.06.006

Cited by 6 publications

(7 citation statements)

References 8 publications

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“…There are three main emerging issues. First, it seems that in principle, the GMoU embodies some of the critical success factors for an MOU as suggested by McCrimmon and Fanning (2010), but lacks other core success factors in practice. For example, inclusivity, and transfer of funds, that are key success factors seem to be recognised in the GMoU model.…”

Section: Conclusion and Emerging Issuesmentioning

confidence: 99%

“…But many other studies on CDAs apparently take such distinction for granted except O'Faircheallaigh's ( 2015) study that clearly stated that it focused on legally binding CDAs. At any rate, MoUs could also be contemplated among tiers of governments, which McCrimmon and Fanning (2010) conceptualised as formalised non-binding agreements between parties, which can also be ignored by the consenting parties. MoUs are not legally binding but based on mutual obligation.…”

Section: Corporate-community Agreements and The Extractive Industrymentioning

confidence: 99%

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Shell Nigeria’s Global Memorandum of Understanding and corporate-community accountability relations

Egbon

Idemudia

Amaeshi

2018

AAAJ

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Purpose The purpose of this paper is to examine whether Shell Nigeria’s Global Memorandum of Understanding (GMoU) promotes corporate-community accountability as a basis for fostering sustainable community development in the Niger Delta. Design/methodology/approach Shell Nigeria’s GMoU stand-alone reports were analysed through the lenses of accountability and transparency theoretical frameworks to explore the extent to which GMoU, as a corporate social responsibility (CSR) initiative, is dialogically embedded and practised. Meaning-oriented content analysis was deductively used to isolate pertinent themes and generate findings from the background theoretical literature. Findings The authors find that Shell discursively appropriates the meaning of accountability and transparency in a manner that allows it to maintain its social legitimacy and the asymmetric power relations between itself and host communities whilst restricting communities’ agency to hold it accountable. Shell does this by interpreting the notion of participation restrictively, selectively deploying the concept of transparency and accountability and subtly exerting excessive control over the GMoU. Thus, the GMoU’s potential to contribute to sustainable community development and positive corporate-community relation is unlikely tenable. Originality/value Accountability and transparency are core and critical to corporate-community relations and for achieving community development CSR objectives, but are often taken for granted or ignored in the CSR literature on the Niger Delta of Nigeria. This paper addresses this gap in the literature by using accountability and transparency lenses to unpick GMoU model and contribute to studies on CSR practices by oil multinational corporations (MNCs) in developing countries. Indeed, the use of these lenses to explore CSR process offers new insights as to why CSR practices have failed to contribute to sustainable community development despite increased community spending by oil MNCs.

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Section: Conclusion and Emerging Issuesmentioning

confidence: 99%

Section: Corporate-community Agreements and The Extractive Industrymentioning

confidence: 99%

Shell Nigeria’s Global Memorandum of Understanding and corporate-community accountability relations

Egbon

Idemudia

Amaeshi

2018

AAAJ

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“…Findings that a Crown Corporation offered the largest potential savings and was most acceptable to the fleet management community [7] remain unimplemented to date. Options to privatize fleet ownership and operation require time to establish and implement given the complexities of obtaining information [8], inter-departmental division of central government authority and jurisdictional divisions between Federal Parliament and Provincial Legislatures and marine management [9][10][11][12][13] and concerted local action [14]. The niceties of changing ownership of maritime assets or authority elsewhere are salutary [15,16].…”

Section: Literature Reviewmentioning

confidence: 99%

Northern opportunities: A strategic review of Canada's Arctic icebreaking services

2011

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“…MoUs are the most common tool for formalizing this type of cooperative relationship. McCrimmon and Fanning (2010) have stated that because of non‐binding nature of the agreements (known as MoU) either party may discard their obligations at will. This led to discard many useful MoUs and years of work and resources expended negotiating these agreements being wasted.…”

Section: Literature Reviewmentioning

confidence: 99%

“…It describes the mutual obligations and responsibilities between government (represented by administrative ministry) and the public enterprise. It is a formalized non‐binding agreement which overcomes division of authority and facilitates cooperation (McCrimmon and Fanning, 2010).…”

Section: Introductionmentioning

confidence: 99%

Impact of MoU on financial performance of public sector enterprises in India

Gupta

Jain

Yadav

2011

Journal of Advances in Management Research

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PurposeMemorandum of Understanding (MoU) has been conceived as an instrument to quantify/assess social and commercial obligations/performance of central public sector enterprises (PSEs) in India. The purpose of this paper is to measure the financial performance of the MoU PSEs and to compare their performance with PSEs which have not opted for MoU (referred to as non‐MoU PSEs) over a period of 13 years.Design/methodology/approachFinancial ratio is a well accepted technique to assess financial performance. Accordingly, the financial performance of CPSEs has been assessed on the basis of 15 ratios pertaining to the profitability, efficiency, liquidity and solvency.FindingsThe findings suggest that MoU seems to have yielded decisive improvement in the performance of PSEs which have signed MoUs during the period of the study under reference. At the same time, the performance of non‐MoU PSEs is unsatisfactory. In sum, MoU have enhanced not only commercial profitability but also have enhanced operational efficiency of the PSEs.Research limitations/implicationsThe paper focuses only on financial aspects; the significant non‐financial aspects such as social responsibilities, environments etc. are not reckoned in the study to judge the total performance.Originality/valueThe study is the first of the type to cover a long time‐span of 13 years to assess virtually all non‐financial CPSEs operating in India.

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Using Memoranda of Understanding to facilitate marine management in Canada

Cited by 6 publications

References 8 publications

Shell Nigeria’s Global Memorandum of Understanding and corporate-community accountability relations

Shell Nigeria’s Global Memorandum of Understanding and corporate-community accountability relations

Northern opportunities: A strategic review of Canada's Arctic icebreaking services

Impact of MoU on financial performance of public sector enterprises in India

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