Mind the Gap

Abstract

This case study examines the case of Royal Dutch Shell’s subsidiary Shell Petroleum Development Company in Nigeria, which started to assume political responsibilities that go beyond traditional philanthropy or corporate social responsibility programs. This “political turn” in corporate social responsibility is associated with the changing roles of private and public actors in which corporations attempt to close governance gaps at the global, regional, and local levels. This case study addresses the following question: Which challenges does a multinational company like Shell face when engaging in traditional government activities in developing countries? The focus of this case is on how and why Shell has engaged in political corporate social responsibility strategies in Nigeria. In more detail, the case examines the challenges the company faces with regard to its politicized role, the sustainability of its controversial industry practices, and corporate complicity in a context of a public responsibility deficit.