In this paper, I apply political discourse theory and the Gramscian concept of hegemony to understand the construction of power and resistance in the CSR initiatives implemented by a Canadian oil company operating in Patos-Marinza Oilfield in Albania. A dominant theme in the international discourse on globalization and multinational corporations (MNCs) is the concept of Corporate Social Responsibility (CSR) (Joutsenvirta and Vaara, 2015). The rise of the CSR debate has led to a shift in how extractive companies define their responsibilities; they previously focused on health, safety and security of their staff but are today claiming to embrace a wider responsibility for the environment and communities in investment areas (Luning, 2011; Gilberthorpe and Banks, 2012; Hilson, 2012). As international standards encourage businesses to take this wider responsibility, business scholars have asked if the emphasis on CSR gives companies responsibilities that rather should be held by state authorities (Matten and Crane, 2005; Hamle, 2010). CSR practices in the extractive industries can thus be seen as an area where corporate power is increasing which highlights the need to understand how this power is constructed. The Gramscian concept of hegemony has been applied by several authors within business studies looking at discourses and power in relation to Multinational Corporations (MNCs) (Banerjee et al, 2009; Crawford, 2007; Levy and Egan, 2003). Böhm et al (2008, p. 173) argue for the use of this “neo-Gramscian” approach to MNCs in order to understand how their legitimacy is upheld by a “ruling order that blends both force and consent”. While several scholars have addressed discourses and corporate power on international arenas (Levy, 2008; Joutsenvirta and Vaara, 2015) I focus on how the process of corporate hegemony and resistance is played out at the local level. The research purpose is achieved by a retrospective study of a Canadian oil company and their CSR initiatives implemented in Patos-Marinza Oilfield between 2009-2016. During this period I was involved as a consultant and staff member working in the company’s Community Relations Department. In this paper, I employ an autoethnographic approach to research and writing where the researcher retrospectively writes about and analyse pivotal moments that were made possible through the researcher’s participation in a culture (Ellis et al, 2011). In addition, interviews with various stakeholders and documents such as media reports, corporate communication material, and discussions on community Facebook groups are used as empirical material to construct the story of Patos-Marinza. The results show a context in which the company’s CSR initiatives were highly contested and political phenomenon. The simplistic way in which CSR achievements were reported to the international community stand in sharp contrast to the local power realities and struggles. This highlights how CSR activities can function to strengthen the power of MNCs while they at the same time are battlegrounds for deepening conflicts in local investment areas.
Keywords: MNCs, oil and gas industry, CSR, hegemony, autoethnography
5a. Corporate sustainability and CSR
