Dissertation Introduction

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 Example of Dissertation Introduction:


Background

The current study on Corporate Social Responsibility (CSR) is evolving around three main aspects – social, oral, and environmental. Although the concept is of greater importance in the globalized economy, business directors must take into account this issue to reconsider the organizational structure, visions, objectives, and strategic frameworks. In fact, the concept of social responsibility is associated with many related concepts, including corporate responsibility, corporate ethics, corporate citizenship, stewardship, and sustainability (Mullerat 2005). It is also an evolving concept, and therefore, it can gradually modify the nature and functions of a business venture. In general, Corporate Social Responsibility is perceived to be the firm’s incorporate environmental, social, and economic concerns that influence decision making, culture, values, and operations that accumulate its respectable image. What is more important is that CSR is the mediator of relationships between the internal and external environments (Mullerat 2005). The internal aspects include employees’ engagement and organizational culture, whereas the external issues relate to the environmental concerns, partnership, international relations, and globalized orientation. It is evident from the above-presented definitions that CSR is a genuine act of stakeholder’s engagement rather than the corporate image. In order to evaluate business performance, it is essential to estimate the framework within a company that carries out the main underpinnings of corporate social responsibility.

Objectives of the Study

There are four objectives of the study:

  1. To explorewhether social responsibility should be considered as a mere act of stakeholder or it is corporate social responsibility that each company strives to achieve;
  2. To provide a full assessment of the activities and operations of the company, the emphasis should be placed on the analysis of such aspects as vision, external and internal stakeholders, partnerships, decision making, leadership, employee culture, and overall performance;
  3. To improve the CSR operations in Ghana National Petroleum Corporation (GNPC).
  4. To develop a new plan for enhancing Corporate Social Responsibility in Ghana National Petroleum Corporation

Ghana National Petroleum Corporation was founded as a state-owned enterprise and was legally supported by PNDC Laws 64 and 84. According to this legislation, the Corporation must “…undertake the production, disposal, and development of petroleum,” whereas PNDC Law 84 creates the framework to control the agreement between the state, the company, and the prospective investors in the petroleum operations (OilVoice n. d). In 1896, the company started its operations that were premised on exploration of petroleum. Currently, the company is responsible for the development, exploration, and production of crude oil and petroleum in Ghana. Before the company establishment, the Petroleum Department under the auspices of Power and Fuel had performed the petroleum and crude oil products procurement (OilVoice n.d.). The main mission of GNPC was to establish support to the government and provide supply of products, thus reducing the  dependence of the state on the import products (OilVoice n. d). Hence, by developing the own resources of the country, the corporation could contribute to the economic growth. Additionally, the corporation takes responsibility for importing crude oil products to meet the demand. In this respect, the task of the company is to reconsider its policies and make a shift from task orientation to person-centered orientation.

On the one hand, GNPC has managed to introduce an efficient strategic framework that supports corporate social responsibility initiatives and develops a new algorithm of its business activities. It is of particular concern to the activities conducted by the company’s managers who seek to develop an environmentally-friendly technology for exploring innovative means of oil and gas production. It should be noted that the framework makes a significant shift from task orientation to customer orientation in order to increase the respectable image of the company and strengthen its positions at the international market. Nonetheless, there are still many directions and gaps into which the corporation must evolve. In order to enlarge on this issue, the company should also develop transparent reporting to eliminate corruption, as well as to introduce and put into practice a new employee culture to attract new promising experts in the field of oil production.

Rationale for the Research

Change management is the key to the increase of the company’s competitiveness because it will allow adjusting to the external marketing environment. Therefore, social corporate responsibility should stand at the core of the company’s activities to keep abreast of the recent innovations in the technological and scientific world. Therefore, the research and development opportunities should be directed to the evaluation of GNPC’s readiness to face the challenges of the global marketplace, as well as produce high quality products in the context of the highly motivated environment. However, it should be acknowledged that the company has a rich and long history in Western Africa; although, the current changes in its strategies have led to an increase in the market segment, as well as in overall economic growth. The emphasis on strategic management is beneficial for the producers of the company, but ignorance of employee culture can lead to a decline in customer demand. Therefore, the research on the company should expand knowledge on GNPC’s operations, as well as provide new directions for its further development.

The main purpose of the corporation is to introduce the Petroleum Agreement with the Government of the Republic of Ghana to explore and operate in accordance with the standards. In particular, the agreement provides Ghana and the corporation with a stronger position in exploring and producing various oil and gas products. The new strategy is much more beneficial because it gives the country a larger availability of resources, as well as new economic potential for the development of resources and opportunities in Ghana. In accordance with the information provided by the company CEO: “Not only with this agreement increases the resources share and net revenues that would accrue to Ghana, but also makes GNPC a Joint Operator for the first time” (GNPC 2013). Therefore, successful cooperation between the government and the corporation can ensure the sustainable development for GNPC. However, the foreign relationships should also be developed to make sure that problems have been solved. What is more important is that the managers of GNPC should place an emphasis on the analysis of employees’ awareness of the company’s orientation to both domestic and international stakeholders because it can largely affect its business activities in the future.

In addition to changing the management and environmental concerns, the field of production which the company is involved in also matters because it compels the community to think of the safety and potential risk that can be caused by oil and gas manufacturing. In this respect, Spence (2009, pp. 60-61) explains: “today’s oil and gas companies work within an ever-broader and more complex set of social institutions – norms and expectations that exist alongside the market forces, but which are created and shaped in other ways.” Hence, these expectations are socially predetermined, but some of them are required by the governmental and nongovernmental organizations. In this context, GNPC should also take into consideration all the perspectives to make sure that it has taken the course of the environmentally safe activities that will promote safety and welfare in the country.


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Corporate Social Responsibility


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