MBAThesis

Module: MBA DISSERTATION
Academic session:(2015-16 Term2 A)

Module code: PGBM73
STUDENT ID: 149136602
The impact of corporate social responsibility on organisational

effectiveness in the Nigeria’s petroleum Industry: A small retailer’s
perspective.
Submitted by: Isaac Adesina Akanni
Module Leader: John Dixon-Dawson
Submission date: 21st September 2016

Level: M
Word count: 16949
University Of Sunderland
School of Business & Law
Table of Contents
Declaration form.............................................................................................5
List of figures and tables...............................................................................6
Abstract...........................................................................................................7
Acknowledgement..........................................................................................8
Chapter 1: Introduction..................................................................................9
1.1 Structure of the dissertation.........................................................9
1.2 Background: The small sized organisations in Nigeria...........10
1.4 Statement of problem and significance of study......................11
1.5 Context of study...........................................................................11
1.6 Aim of research............................................................................12
1.7 Research Objectives ...................................................................12
1.8 Overview of methodology…………………………………………..12
1.9 Summary………………………………………………………………13
Chapter 2: Literature review........................................................................14
2.1 Introduction .................................................................................14
2.2 Understanding the relationship between organisational
effectiveness and corporate social responsibility………………………….15
2.3 Organisational effectiveness......................................................16
2.4 Corporate Social Responsibility.................................................18
2.4.1 Theoretical response to the reason behind firms’
adoption of Corporate Social Responsibility..................................19
2.5 Carroll’s model of CSR................................................................19
2.4.1 Criticism of Carroll’s model of CSR.............................21
2.6 Legitimacy model of CSR............................................................24
2.6.1 Implication for small firms in the Nigeria petroleum
industry...............................................................................................25
2.7 Stakeholder model of CSR…………………………………………26
industry…………………………………………………………………….27
2.8 Signalling model of CSR………..…………………………………..29
industry…………………………………………………………………….29
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2.9 Summary………………………………………………………………30
Chapter 3: Research Methodology..............................................................31
3.1 Introduction..................................................................................31
3.2 Research design .........................................................................31
3.3 Sample .........................................................................................33
3.3.1 Sampling.........................................................................34
3.4 Data collection .............................................................................35
3.5 Data analysis................................................................................37
3.6 Ethics............................................................................................38
3.7 Reliability and validity.................................................................38
3.8 Pilot interviews……………………………..………………….……..39
3.9 Summary……………………………………………………………....39
Chapter four: Report findings and Evaluation of findings........................40
4.1 Introduction..................................................................................40
4.2 Demography.................................................................................40
4.3 Are small firms in Nigeria’s petroleum Industry willing to adopt
corporate social responsibility?..................................................................41
4.3.2 CSR for profit……………………………………………….42
4.3.3 CSR for profit and stakeholders………………………...42
4.3.4 CSR for stakeholders……………………………………..43
4.4 Limitations faced by small firms in the adoption of corporate
social responsibility.....................................................................................44
4.4.2 Ability to change: Negative outlook…………………..44
4.4.3 Ability to change: Positive outlook……………………45
4.5 The impact of corporate social responsibility on organisational
effectiveness.................................................................................................46
4.5.2 Ability to change: Positive outlook…………………...46
4.6 Limitations………………………………………………………….....46
4.7 Discussion: Are small firms in Nigeria’s petroleum Industry
willing to adopt corporate social responsibility?......................................47
4.7.2 Limitations faced by small firms in the adoption of
corporate social responsibility………………………………………...48
4.7.3 The impact of corporate social responsibility on
organisational effectiveness……………………………………………49
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4.8 Summary………………………………………………………………50
Chapter 5: Conclusion ………………………………………………………….52
Chapter 6: Recommendations.....................................................................56
6.1 Recommendation from research findings……………………….56
6.2 Recommendation for further research…………………………...59
Chapter 7: Personal Development Plan……………………………………...61
References.....................................................................................................63
Appendix A....................................................................................................84
Appendix B....................................................................................................85
4
Dissertation Declaration
Statement of Originality and Authenticity
I confirm that the dissertation I am submitting is an original and authentic

piece of work compiled by myself that satisfies the University rules and
regulations with respect to Plagiarism and Collusion. I further confirm that I
have fully referenced and acknowledged all material incorporated as
secondary resources in accordance with the Harvard System.
I also clarify that I have taken a copy of the dissertation, which I will retain until
after the Board of Examiners has published the results, and which I will make
available on request in pursuance of any appropriate aspect of the marking
and moderation of the work within the University Regulations.
Name
Registration
Course
Date
Signed………………………………..
5
List of Figures and Tables
Figure/Table Title Page

Figure 1 Carroll’s model of CSR 16
Figure 2 Proposed model of CSR 19
Figure 3 Freeman’s stakeholders value 22
Table 1 Demography table 37
6
Abstract
Stakeholders demand corporate social responsibility globally,
increasingly in the 21st century due to the effect of business activities on the
environment. However, multinational companies have applied the social and
economic tool into their businesses. This begs the question, what roles do the
small businesses have in the forward integration of corporate social
responsibility. This paper discusses this question in respect of how it impacts
the effectiveness of organisations if adopted, particularly from the perspective
of small firms in Nigeria petroleum industry.
This paper attempts to discuss methods that encourage the adoption of

corporate social responsibility through theories such as the Carroll’s CSR
model, stakeholder theory, signaling theory and also engage some of these
theories such as global financial theory to understand the situation of small
firms in the Nigeria petroleum industry in regards to organisational
effectiveness and view of corporate social responsibility. These points in the
literature review section are discussed to expand the knowledge offered by
existing research.
A qualitative research methodology is adopted in the study to explore

the issue. The collection of data was sourced through open-ended interview
questions towards 5 owners and 5 managers of the small retailers in the
Nigeria petroleum industry. A pilot test was initially conducted among other
tools to ensure reliability and validity, and then a consent form was given to
selected participants, followed by the actual interview and data collection
which notes were recorded for final summary to include in the study.
The findings show that, the decision makers of these small firms
control the decision to adopt the corporate social responsibility and
organisational effectiveness which is seen differently from each
management’s point of view as shown in both literature review and findings.
That is, the owners and managers decide on the system that works for them
as long as they achieve organization’s objectives, therefore, that working
system is an organisational effectiveness tool.
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Acknowledgement
Throughout the process of completing this paper, several people have

encouraged me such as my supervisor, Olga Diaz who supported me and
constructively provided feedbacks when necessary. I appreciate my
supervisor’s help and the feedback of other academic lecturers through my
assessment in the academic sessions.
I would also like to declare my appreciation to my brother and friends who

offered to read my work for constructive criticism.
Finally, thanks to my parents for believing in me to support my further studies

in the MBA programme despite my initial drawback
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Chapter 1
1.1 Introduction
According to Ashraf et al (2012) and Ekuma (2015) 21 st century
marked the high point of which organisational effectiveness is important for
firms to operate and compete effeciently in the global business environment
due to the dynamic nature of most industries. This is due to most successful
firms finding out that, meeting their objectives and goals with the attitude of
the end justifying the means is becoming insufficient as stated by Martz
(2013) and Mitchell et al (2011), and that the process leading up to the
production and delivery of goods and services should be focused on, as this
influences the transactions through the consideration of the employees
decision, safety and welfare, customer relations such as consideration of
feedbacks and market research, also the ethical side of every stage of the
processes leading to the finished goods and services that satisfy the
consumers (APHSA, 2012) and Ashraf et al (2012). However, the
consideration of these factors that influence the processes that drives
organisational effectiveness particularly in the 21st century business world is
corporate social responsibility (Doda, 2015). As a result Aguinis et al (2012)
and Kotler et al (2011) stated that, the ability for a firm to integrate corporate
social responsibility into their business activities would have an effect on
effectiveness within the organisation. However the extent to which the impact
is evidently seen depends on the firms’ handling of the situation as stated by
Ekuma (2015), which can be as a philanthropic activity, a business strategy or
doing what is right by the stakeholders (Kotler et al, 2011).
1.2 Structure of the dissertation

The study contains six chapters, which is structured in a way that
readers easily comprehend the information. The first chapter details the
introduction, background to the study along with statement of problem and
significance of study, context of study, aim of research, research objectives
and overview of methodology as insight to the rest of the study. Chapter 2
entails literature review on corporate social responsibility, organisational
9
effectiveness, the link between both subjects through theories and practical
examples towards contribution to existing gaps in the field. Chapter 4
describes the methodology approach applied to the study, the evaluation of
reason behind the chosen research method, sample and sampling method,
research setting and data gathering method. More also, this chapter entails
the ethical, reliability and validity nature of such study as this dissertation.
Chapter 5 detailed the findings gathered from the respondents interviewed
and evaluated in the discussion. This is done accordingly to the objectives of
the study. Chapter 6 and chapter 7 discuss the summary of the study and
recommendation applicable to study respectively. Chapter 8 is a personal
development plan about the researcher’s present situation, goals and
objectives and attaining this targets.
Background
1.3 The small sized organisations in Nigeria
As discussed by CMI (2013) and Smith (2013) small businesses
consist of less than a thousand employees. However, Olabisi et al (2011) and
Mottershead et al (2015) claimed that the size of a business is difficult to
distinguish because; factors such as revenue, asset, size and investment
expenditure are quantitative in nature, requiring the public to possess specific
knowledge to compare the identified firms. Although Olabisi et al (2011)
further argued that, small businesses in an industry such as the petroleum
industry in Nigeria employees fall between 11 to just over 100’ in correlation
with the national classification established by (MSME, 2014) and (Ayyagari et
al, 2011). Furthermore, according to Baumann-Pauly et al (2011) and Pratten
et al (2014) these small businesses lack the capability to effectively attain
competitive advantage as much as larger businesses in relation to the
adoption of CSR towards the acquisition of increased customer base due to
the fact that, decades of business operation majorly controlled by
multinational organisations created a particular culture in the present business
climate in the Nigeria petroleum industry whereby; larger firms are effectively
edging out smaller competitors with the adoption of corporate social
responsibility as an economic tool (Quairel-Lanoizelée, 2011).
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1.4 Statement of problem and significance of study
Some firms and stakeholders alike seek the improvement of
organisational effectiveness in the Nigeria petroleum industry due to
continuous increase in negative externalities experienced by the environment
form the operations of the small retailers and larger firms geographically.
Moreover, small firms are of greater concern due to personal connections with
the local population and expectations to do business without hurting the local
areas, which these stakeholders reside. However, these small firms
contemplate on the benefits such as profit, skill set, public image and cost
reduction towards the competitiveness against larger firms that seem to have
less connection to particular stakeholder, hence, the less scrutiny into their
business operations.
The 21st century business environment demands the quick reaction of

small firms to dynamic situations such as the corporate social responsibility
awareness from stakeholders because larger firms are known to possess
such capabilities to compete effectively. This means, the workforce is all
business operations and culture need to exhibits ethical manners. As a result,
these small firms can compete as well as larger firms as this study aids the
firms’ understanding of the impact corporate social responsibility has on
organisational effectiveness in transact situations which is a major importance
in the writing if this study. This contributes to existing research about the
correlations between the competences of small firms and being effective as
scholars and professionals in this field constantly seem encouraged to ensure
a definite solution, this study offers the further investigation of corporate social
responsibility as a potential answer.
1.5 Context of study

In the business situation of how corporate social responsibility impacts
organisational effectiveness as accessed in this study, the small firms of the
Nigeria petroleum industry were the focus. More importantly, focus on
corporate social responsibility being important if integrated with workplace
culture, employee and customer relations, transactions and satisfying
stakeholders’ interest. This was examined in several business situations with
11
the expectation of having some of these small firms envision the benefits of
corporate social responsibility and adopt in further in the nearest future.
1.6 Aim of research

The aim of the research is to investigate the perception of small firms in
the Nigeria petroleum industry, in relation to how corporate social
responsibility potentially influences organisational effectiveness.
1.7 Research Objectives

 Are small firms in Nigeria’s petroleum Industry willing to adopt
corporate social responsibility?
 The limitations small firms in Nigeria’s petroleum Industry face in the

adoption corporate social responsibility?
 Are factors of corporate social responsibility threats to organisational

effectiveness?
 Will small firms in Nigeria’s petroleum Industry adoption of corporate

social responsibility influence organisational effectiveness?
1.8 Overview of methodology

This study is investigated with the application of qualitative research
method to gather and evaluate data. The qualitative instrument applied is an
open-ended interview about the views of the owners and managers of this
industry towards the notion that corporate social responsible has an impact on
organisational effectiveness. The data is analysed through a descriptive
approach to find out the factors and limitations influencing the adoption of
corporate social responsibility and ability to impact organisational
effectiveness. Furthermore, the data gathered for this study is sourced from
interview responses of managers and owners of retail outlets, mostly in the
local areas of the country and other data collection instrument such as
consent form in Appendix A and a pilot test.
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1.9. Summary
This chapter introduces the study with a background about existing
understanding of the topic and variables, which are, corporate social
responsibility, organisational effectiveness and the relationship between both
variables. As detailed in the structure of the dissertation, this chapter details
the statement of problem and significance of study, context of study, aim of
research, research objectives and overview of methodology as insight to the
rest of the study.
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Chapter 2: Literature review
2.1 Introduction
Although Rotberg (2015), Hagher (2011) and United States Institute of
Peace (2011) agreed on the notion that the Nigeria petroleum industry is tied
to a substantial amount of corruption, it has been drastically reduced and fight
against corruption has been increasingly evident in the affairs of the country in
the 21st century. However, Donwa et al (2015), Mohammed (2013) and Ihua
(2010) on the other hand stated that, the small firms in the Nigeria petroleum
industry operate in an economy with constant practice of uncertainty in
political affairs, mismanagement of governance and the economy, externally.
As a result, Dalberg (2011) stated the need to focus on these particular firms
due to their numbers in the economy, which is over 90% (Beck and Cull,
2014). Therefore, this chapter aims to discuss the current situations these
small firms are in, the effect of these situation of their ability to be effective in
the industry and economy overall, also the social and economic tool that can
help reach this target. This is underpinned with models that provide methods
to reaching the target and others that support the small firms’ current methods
of surpassingly achieving their goals.
According to Ahmed et al (2011) and Aaker et al (2010), competencies

to research the market is a priority for sustainability in the market, however,
the type of market, economy and other internal situations have effect on the
capabilities of firms to posses said competency in the first place (Meek, 2012).
As a result, as stated by ILO (2015) small organisations attempt to minimize
the competitive advantage gap in the market due to larger rival’s
competencies used to research the market, which as at 21st century is majorly
controlled by customer awareness that is, customers demanding that firms
give back to the community in form of employment, charity, reduction in
pollution and ethics or morality to compensate for the effect of their business
operation on the environment (Carroll and Shabana, 2010). This means,
larger firms easily satisfy arising or updated needs of stakeholders easier and
quicker than smaller firms. This reason, in correlation to this paper view larger
14
firms as major competitors with the capability over smaller firms and in order
to minimize this competitive advantage, seek to adopt the same economic tool
while simultaneously guiding their operations with positive repercussions on
the environment (Jackson and Apostolakou, 2010).
2.2 Understanding the relationship between organisational

effectiveness and corporate social responsibility
According to Hall (2012) the dynamic nature of the global business

environment stated by ILO (2015) such as production of products and
services with respect to the repercussion on the micro and macro
environment in the 21st century resulted in firms aiming for reforming their
effectiveness which leads to appropriately conducting corporate social
responsibility in a way that it impacts their competitive advantage and positive
externality (Bressler, 2012). This means, firms prioritize performance rather
than the appropriateness of the steps resulting in the performance, which is
termed the effectiveness. That is, the capability of the firm as a whole and the
competences of management and leadership to involve staff in decision-
making, provide incentives, ability to motivate, consideration of stakeholders
livelihood in form of quality and service to guide input of resources in
transformation of the business activity. (Bondy and Starkey, 2012).
Although Kondalkar (2013) and Trehan et al (2010) stated that

measuring organisational effectiveness is non-existent, the assumption made
by Lawler (2014) is that the key to measuring organisational effectiveness for
the sake of investigative and future studies is evaluating firms’ capabilities
towards the phenomenon. Eydi (2015) supported Lawler (2014)’s argument
and further stated that, firms’ ability to focus on organisational effectiveness
will be the main driver for adopting new economic tools such as corporate
social responsibility, especially, in today’s global business world where
change is constant even though complications might arise in the
measurement of organisational effectiveness (Matthews, 2010). This is due to
the fact that previous studies fail to establish a clear measurement for the
variables of this study which are corporate social responsibility, organisational
15
effectiveness and the link between both initial variables (Frynas, 2013) and
(Mattews, 2010). In addition, the complications as stated by Mattews (2010) in
aligning organisational performance and effectiveness also stem from the fact
that measurements of organisational effectiveness are less likely to cover that
of organisational performance (Sparrow and Cooper, 2014). However,
Bartuševičienė and Šakalytė (2013) stated that, existing studies establish a
foundation for applying organisational effectiveness in the achievable
organisational competences.
2.3 Organisational effectiveness

According to Lawler et al (2011) and Haid et al (2010) the effectiveness
of an organisation lies in the context of methods adopted by the organisation
to maximize its competences. This means, the generally accepted
measurement of organisational effectiveness is lacking as stated by Lawler
(2014), therefore the ability of organisations to simultaneously engage the
workforce’s skills, input in decision making, hiring of experts, less complicated
structure of firms with respect to the available funds as a form of strategy to
produce goods and services at an efficient rate to the market is what passes
for identifying organisational effectiveness. However since indicators are
lacking, it is assumed to be subjected to the situation the concerned company
faces (Haid et al, 2010). This is further simplified, by Newton and Davis (2014)
as how well the organisation is able to execute the objectives of the business
in the best possible manner towards customer satisfaction. More also, The
ability to measure and understand effectiveness particularly in relation to a
firm’s situation a pointed out in the argument of this section by Newton et al
(2014) and Haid et al (2010), is the 21st century way of doing business as
stated by Manzoor (2011), due to the rapid changes in most industries as
these changes are driven by economic and social factor such as corporate
social responsibility. However, Boddy (2011) contradicts Lawler (2014) and
Haid et al (2010)’s argument by stating that, the effectiveness of an
organisation is driven by global financial crisis theory. This theory states that,
management and leaders in any organisation majorly drive effectiveness of
firms because they are responsible for aligning the goals of appropriate
workforce to organisational goals (Boddy, 2011). This means, management
16
should be held accountable for the hiring of the workforce, specialists or
otherwise that fail to pursue the overall goals of organisations. The result of
this setback tend to result in mismanagement of available resources such as
skills of the workforce and cost management which are known as
competencies of the firm, that ensure effectiveness (Hunter, 2013) and
(Metcalf et al, 2012). Although both arguments support the notion that, firms
are usually set up to operate in the previous ways of doing business prior to
the 21st century which is focused on the result of business operation rather
than procedures taken to attain such level of activity.
In addition to the Boddy (2011), (Hunter, 2013) and (Metcalf et

al, 2012)’s argument of global financial crisis theory being a relevant model to
evaluate the impact of corporate social responsibility on organisational
effectiveness, Lemon et al (2011) and Mullerat (2010) suggests that, these
theories engaged in such evaluations as stated by Boddy (2011), (Hunter,
2013) and (Metcalf et al, 2012), must establish a setting for constant review
where the outcome of undertaken corporate social responsibility can be seen
in metric terms in order to be classify which factions of stakeholders influence
organisational effectiveness. However, Pradhan et al (2014) and Mullerat
(2010) stated that a metric system is difficult to attain due to the fact that, the
effectiveness of any organisation is assumption based and equivocal in the
reality in which the activities are carried out by the business. That is, in this
case, the activities will be corporate social responsibility, which Naylor et al
(2011), Chen et al (2010) and Kaufmann et al (2012) state to be an adequate
economic tool to evaluate the effectiveness of businesses, particularly with
reference to models of corporate social responsibility. Hence the corporate
social responsibility theories described below.
2.4 Corporate Social Responsibility

According to Moore (2014) corporate social responsibility involves the
ability of organisations to collectively set aside interest usually profit, instead,
venture into the creation of a conducive environment that is economically and
socially suitable for business operation and the overall general population
within a nation and globally respectively. This view is backed by Leisinger and
17
Schmitt (2011) whom stated that transparency of organisations is key, in the
sense that, these corporations are able to see past economic gains therefore,
basing their practices of ethical grounds without causing harm or negative
externality to the environment which consists of stakeholders directly and
indirectly through impact on nature itself. However, Leppelt et al (2013) and
Aras (2016) argue that the purpose for companies’ adoption of corporate
social responsibility is to serve own interest in form of public image and
attaining more customer base through acquiring the knowledge of which
market consists of customers demanding an ethical package along with
product and service delivery. Hence, the argument by Leppelt et al (2013) and
Aras (2016) depicts that despite the awareness of attaining profit if corporate
social responsibility is adopted, there is the need to understand key elements
such as economic and social motive for adopting corporate social
responsibility to cover gap in the relationship between stakeholders and firms.
As a result of the need for this knowledge stated by Leppelt et al (2013) and
Aras (2016), the answer (s) to the question; why do firms adopt corporate
social responsibility? Needs to be investigated.
2.4.1 Theoretical response to the reason behind firms’ adoption of

Corporate Social Responsibility
Although there are numerous and increasing number of research on
this question, however, lack of generally accepted answers beckons the
reason to further investigate possible response (Brammer, Jackson and
Matten, 2012). In an attempt to provide adequate response to this question,
Epstein-Reeves (2012) and Rangan et al (2012) suggested the acts of
philanthropy, boosting innovation and transformation of the business
environment such as the process in which firms undertake to achieve
organisational outcome. According to Newton et al (2014) and Haid et al
(2010) This process as indicated by Epstein-Reeves (2012) and Rangan et al
(2012) is accessed through effectiveness therefore, firms stand to benefit from
constantly reviewing the activities embedded in such processes as it is stated
by Manzoor (2011), stakeholders today access these processes that lead to
the adoption of corporate social responsibility regardless of the outcome.
Other authors such as Omran et al (2015) and Bezborah et al (2015)
18
suggests Carroll’s model of CSR as identified in Figure 1 to be an appropriate
framework to answer the stated question.
2.5 Carroll’s model of CSR

This suggestion is due to the fact that, the model is described by its
originator, Carroll in 1983 to be a structure that exemplifies the steps taken by
firms to conduct corporate social responsibility correctly. As this leads to
economic profits, operation guided by law and regulation, support for the
social and ethical perception of stakeholders (Nalband and Al Kelabi, 2014).
Figure 1. Carroll’s model of CSR
According to Omran et al (2015) this model indicates a hierarchy of

activities carried out by organisations to signify their responsibility roles within
a business environment. As stated by Gulati et al (2016) and Di Bitetto et al
(2014) this starts from the economic responsibility stage at the bottom of the
hierarchy where firms are regarded as basic economic units that possess
economic responsibilities as the most important role within the business
environment. According Zabin (2013) this is based on the fact that, this stage
19
reflects the reason firms set up shop, which is to earn profit and stakeholders
expect this to serve as incentive for firms to effectively produce products and
services of a certain quality that satisfies the need of the market. Secondly,
the legal responsibility level shows that, firms should be willing to comply with
the law, as this is required to integrate corporate social responsibility into
business activities. (Klonowski, 2014) and (Velentzas et al, 2010). According
to Schwartz (2011) the ethical responsibility stage is most important to
stakeholders as an appropriate initiative of this role by firms protect their rights
morally. As a result, it is expected that firms, show great concern for dealings
with shareholders, employee, customers and environment in general (Gond et
al, 2010). As stated by Lim (2010) this level of activity is less important to
incorporate corporate social responsibility because, it functions to polish the
ethical activities that is, even after meeting the ethical obligation, some
stakeholders desire betterment of livelihood from organisations through
activities such as charity givens and employment creation. In a nutshell, firms’
adoption of corporate social responsibility depends on how adequate each
stages of the hierarchy are carried out as this eventually leads to a more
productive and profitable outcome for concerned businesses.
2.5.1 Criticism of Carroll’s model of CSR

According to Tsukamoto (2015) the Carroll’s model as discussed by
Lim (2010), Schwartz (2011), Gulati et al (2016), Zabin (2013), Di Bitetto et al
(2014), (Gond et al, 2010), Klonowski (2014) and Velentzas et al (2010)
paints a non-flexible system where businesses are unable to simultaneously
carry out the four responsibilities proposed in the model in Figure 1.
According to Ocloo et al (2014) this is especially a limiting factor for small
businesses in the Nigeria petroleum industry due to the nature the 21st
century business environment that demands the thorough flexibility initiative in
every aspect of the business operation. Liao and Barnes (2015) contradict this
notion by stating that despite the less resources these smaller firms possess
when compared to larger organisation, their level of competences which is
simplistic in nature compared to a diverse level attained by larger competitors
allows simultaneously engulfing the four responsibilities into their business
operation due to a potential smaller stakeholders which these firms are
20
obligated to. Furthermore, if small businesses in the Nigeria petroleum
industry run with Carroll’s model of CSR as stated by Lim (2010), it will be in
support of an existing business climate which is branded unhealthy for the
economy and long term growth of these small businesses (Adisa et al, 2014).
This view suggests that, there is a more important responsibility than the
others, which in this case as stated by Gulati et al (2016) and Di Bitetto et al
(2014) is the economic responsibility. As a result, these small firms will
continue to operate under the existing economic conditions with profit as the
sole driver for carrying out corporate social responsibility. According to Chen
and Cao (2016) this will create a situation whereby these small firms are
carrying out corporate social responsibility as a competitive strategy or
strategies to create the illusion of an ethical public image but secretly prioritize
capital. However, this creates a situation that is covered by Boddy (2011)
model of global financial crisis which allows for stakeholders’ inquisition to
how owners and management justify their choice of being economically driven
rather than socially driven in their processes leading to a potential
effectiveness, in which a potential response to stakeholders would be an
excuse of the state of the economy which deflects attention away from own
interests of such firms, that is a perfect timing or window of opportunity taking
by these firms to justify their effectiveness process as stated by (Suarez et al,
2013). This situation is termed legitimacy strategy as stated by (Chen et al,
2016) and (Zhao, 2012) which correlates with Friedman’s classical economic
theory, which states that, firms should neglect the concern of the social impact
and focus on making profit for shareholders however, with knowledge of the
rules guiding the game that is, philanthropic acts (Bowie, 2012).
According to Bezborah and Garodia (2015) the method described by Lim

(2010), Schwartz (2011), Gulati et al (2016), Zabin (2013), Di Bitetto et al
(2014), (Gond et al, 2010), Klonowski (2014) and Velentzas et al (2010), to
create a picture of how small organisations in the Nigeria petroleum industry
would run their operations if Carroll’s CSR model is prescribed, even though it
is already a practise which is done by these firms in the industry as a factor
embedded into the industry that affects the correct approach to corporate
social responsibility (Adegbie et al, 2011) and (Okonta, 2014). As a result, this
21
method along with other factors are regarded to be drivers that have effects in
the implementation of corporate social responsibility therefore, if the Carroll’s
model is to be adopted as a procedure to ease these small firms in the
industry into the implementation of corporate social responsibility, such drivers
have to be integrated into the model to serve as an existing layer or
foundation on which the four responsibility are dependent upon. According to
Nalband and Al Kelabi (2014) the reformed model integrating these industry
drivers should be presented as it is in Figure 2.
Value
Belief
Assumptions
Figure 2. Proposed model of CSR
The reformed model of CSR in Figure 2 is describing the existing

fundamentals that is, value, belief and assumption, incorporated into firms’
decision making normally, in a state when corporate social responsibility or
any other economic tool is being implemented (Brosch and Sander, 2013).
22
These fundamentals assimilated into each other stand to influence the
decision to adopt corporate social responsibility by small firms in the
petroleum industry as stated by Nalband and Al Kelabi (2014) especially in an
industry as this where taking a decision such as the adoption of corporate
social responsibility is pictured as a need for change to the operations of the
business prompting a further sustainment of the change in the future (Gabriel
et al, 2013). As a result, the value, belief and assumptions of these small
organisations hinders the adoption of CSR because, it seems to require
compromise of company values, aligns with the belief that change is hard
particularly for small businesses in this industry because of their level of
competences and assumption that sustaining the continuation in future is
doubtful because of the constant change in policy to favour larger firms
(Gabriel et al, 2013) and (ActionAid, 2016). These factors causing conflict for
adoption of CSR being considered, provide a situation whereby these small
firms only comply with the general rules and regulation embedded in setting
up a business in Nigeria which allows for the undistorted prioritizing of profit
as its driver for value, belief and assumption that adoption of any economic
tool such as CSR will lead to profit (Oxford Business Group, 2013)
and (Barnea et al, 2010). However, Nalband and Al Kelabi (2014) stated that,
the continuation of these small firms in this manner stated by (Oxford
Business Group, 2013) and (Barnea et al, 2010) whereby they operate to
make profit within the limit of the industry’s general law without respect to
ethical laws will ultimately result to a situation in which potential investors
label the industry unviable to invest in, since the legal guidance is loose, an
influential factor to typical 21st century industries (Baden, 2016) and (Zilberg,
2010).
In the light of establishing the notion that if small firms in Nigeria integrate
corporate social responsibility into heir business, it will influence effectiveness,
the criticism of the Carroll’s model of CSR adopting theories such as
Legitimacy model of CSR, Stakeholder model of CSR and Signaling model of
CSR aims to argue the notion.
23
2.6 Legitimacy model of CSR
According to Deegan et al (2011) and Summerhays et al (2012) this
model of corporate social responsibility is applied to possibility of adopting
corporate social responsibility due to the fact that is establishes the
connection between firms, the industry in which they operate and the society
at large through a social obligation which the firms are held accounted for
towards the industry, the industry of collective organisations towards the
society (Degan, 2013). However, Belal (2012) and Wangombe (2013) stated
that, this model basically explores the concept of achieving organisational
goals with not necessarily ethical means, as long as, it yields favourable
outcome in form an acceptable illusion of balanced ethical approach whereby,
the society seems to accept the firms’ supposed code of ethics even though
the process involved is vague.
2.5.1 Implication for small firms in the Nigeria petroleum industry

This means, small firms in the Nigeria petroleum industry are allowed
to continue the present way of operation as long as effectiveness is justified,
which is supported by Ilegbinosa (2015) is a system that lacks ethical
conducts whereby these firms prioritize profit due to less investment and
support from government compared to larger competitors, resulting in the less
ethical process involved in effectiveness that is, employee engagement,
customer relations, management of public infrastructure and goods and
service delivery are inadequate or less appropriate ethically . This model
supports these means of achieving effectiveness when operating as long as
these small firms show the society an illusion of ethical conducts through
charity givens, repair of roads leading to their workplace, employment of
locals. However, Mohamed et al (2014) states that, this approach would work
in the short run due to the state of industry and economy in which these firms
run. In the long run, whereby, trend is increasingly dominant among firms in
the industry, resulting in an obvious scene as the society would have been
used to the experience, breaking the existing illusion, stakeholders would
require more effort towards ethical legitimacy that is, more value to be placed
on employees and process that leads to organisational effectiveness (Hayes,
2010). According to Belal (2012) and Wangombe (2013) the initial response to
24
legitimising corporate social responsibility ought to be seen from a beneficial
angle to firm effectiveness thereby initiating a diligent approach towards the
adoption. This is due to the fact that, approval of the society is key but
continues to change over time thereby, influencing the existence and
operation of firms (Mousa, 2015). This means, small firms in the Nigeria
petroleum industry stand the chance to gain society sympathy of the society in
an economy where bigger competitors are favoured such as Nigeria’s as
stated by Osuagwu et al (2013) if an appropriate measure to taken to
implement corporate social responsibility and the consideration of the fact that
stakeholders can see the effect in the long run. This can further lead to a
collective stance of the stakeholders on behalf of these small firms for the
demand of support from bigger companies, government, industries and
foreign market (Karnani, 2016).
2.7 Stakeholder model of CSR

According to Brown and Forster (2012) firm-stakeholder relationship in
embedded in the operation of the business as both have great impact on each
party, through value added to the firms’ operations, productions and value
added to the livelihood of the stakeholders. This reason as stated by Figar
and Figar (2011) is the reason stakeholder theory exists as it represents firms’
awareness of the influence that stakeholders have on their operations thereby
striving to satisfy this group by providing benefits from time to time is
prioritized. Eshun et al (2011) backs up this reason to state that, firms aim to
create value for an identified group but the support of this group termed
stakeholders is also implied in the creation of value established by concerned
firms because the activities of said group have great impact on the policies
and day to day running of the business (Peloza et al, 2010). In contrast,
Freeman et al (2010) establishes the notion that the creation of value on the
part of these firms tend to be unequal due to the fact that, stakeholder
importance is grouped into two separate factions as shown in Figure 3,
resulting in one faction being more important than the other.
25
Firm
Primary Stakeholders:
employees, investors,
suppliers, customers
and the society
Secondary Stakeholders:
Government, rivals and the
media
Figure 3. Freeman’s stakeholders value creation
Franch et al (2010) and Eshun et al (2011) also backs this notion up with
referencing the same allocation of the members the primary and secondary
stakeholders group consist of, and that, their importance stems from the fact
that, the primary faction is directly influencing the operation of the business
through the skills, infrastructures, materials, demography, market, laws and
tax policies. While the secondary stakeholders are usually affected more by
the operation of the firms because this group are more of the general public
that are less likely to transact with the concerned firms therefore, have less
influence on the survival of said businesses (Franch et al, 2010). Although
there seems to be a divide in the target to which firms create value, the
assumption is that, the relationship firms establish with stakeholders should
be treated as a section of the firms’ operation that is regularly accessed for
new developments, maintained and improved upon if necessary. However,
the divide helps the new development part in the sense that, there are more
stakeholders taking into consideration whom are relevant in a more effective
tackling of social problems. More also in contrast to Franch et al (2010) and
Eshun et al (2011)’s argument, Mole et al (2013) and Sanda et al (2011) claim
that complication is most likely to arise in the process of adopting the
freeman’s stakeholder value model of dividing the targets and focusing on
26
them with certain approach. This is because, the priorities and organisational
goals as small firms are limited to certain level of competencies (James et al,
2014).

According to Chinweze et al (2015) and Asiyai (2014) the implication
for small firms in the Nigeria petroleum industry is that, in an economy
whereby stakeholder engagement is less likely to be prioritized, this theory as
evaluated Franch et al (2010) and Eshun et al (2011), establishes a reason
for cutting ties with such practices as a relationship formed and maintained
with stakeholders tend to impact the effectiveness of firms internally through
staff satisfaction and externally through public awareness (Werther et al,
2010). In addition, these relationships define the movement of customer
satisfaction today in a 21st century business world that is dynamic thereby
improving the competences of these small firms and overall capability of the
industry to effectively manage conflict interests that arise among several
stakeholders of different factions; either primary or secondary as seen in
Figure 3 (Chandler et al, 2013). That is, this industry, which is responsible for
most of the revenue, allocated to the development, maintenance and
reduction of poverty in the environment as stated by Agwor (2015) and Udo
(2014) stand to benefit from stepping up by budgeting for market research
whereby stakeholders of each factions as seen in Figure 3 needs are noted,
creation of employment, repair and establishment of infrastructures in the
localities where any of these small firms are located because, in a situation
whereby oil spillage during transportation of petroleum products to the small
companies damage the road and in some cases cause slippery road which
leads to death of people as stated by Ambituuni et al (2015) and BBC (2015).
The result of the negligence becomes fines and lawsuit against concerned
firms, because there was lack of preventive measures that could be seen by
the stakeholders. This involves expenses in time, resources and capital
negatively affecting effectiveness of these firms as this response from
stakeholders, has increased in the 21st century as stated by Anthony (2014),
which correlates with the public awareness stated (Werther et al, 2010). In
addition to this, an equal responsibility to the primary and secondary
27
stakeholders is a necessity, a contrast to the argument by (Chandler et al,
2013) because, doing right by one party even though seen by all, tend to be
set aside by the less important party in such context which results at being at
a disadvantage with affected group and said group will identify the fact that
they were written off as less important prior to an event (Harrison et al, 2015).
According to Harrison et al (2015) and Harrison et al (2013) such event
appears in form of companies prioritizing one factions’ needs over the other
as stated before which for instance could be a situation whereby the
government rules and regulation is followed but the community is likely to be
less considered because of the state of the country such as Nigeria’s where
bigger corporations have increasingly had favours from the government in
spite of their ethical misconduct (Global Witness, 2015) and (Balch, 2014).
According to BBC (2015) and Mustoe (2016) such example is seen about
larger companies such as Shell being involved in a similar situation whereby
affected stakeholders sued them for over 30 million dollars on separate
occasions for refusing to take extra measures in the appropriate construction
of the pipeline site which was too close to the community (Leader et al, 2011).
2.8 Signaling model of CSR

According to Rahim et al (2015) and Connelly et al (2011) this theory is
based on the assumption that, firms face obligation of providing asymmetric
information to potential investors on a voluntary base due to the fact that,
competitive advantage in risk investment markets is an upside to undertaken
such step (Omran and El-Galfy, 2014). In addition to this view, Mahoney
(2012) and Lys et al (2015) state that, firms that adopt this model of adopting
corporate social responsibility shows potential investors a reputable image of
the company and distinction from competitors. However, Connelly et al (2011)
stated that, due to that the model stems from a previous business world prior
to the 21st century where the model’s usage applies to the evaluation of
asymmetric information in labour markets, the application to a corporate
oriented business environment as referred by Podrug et al (2016) and
Horrigan (2010) such as that of the Nigerian petroleum industry which as
stated by Appel et al (2015) and Spence (2010) is majorly self-interest driven
will create an awareness.
28
Crifo et al (2012) and Su et al (2014) claim that this awareness will
cause one party, that is, investors seeking extra measures in form of firms
justifying how effectiveness is reached or maximised potentially before
engaging with firms in such industry. Montiel et al (2012) and Ramchander et
al (2011) supports this view by stating that investors expect firms to provide
information on plans to avoid, contain potential moral issues or minimize
unethical situations during the activities involved in the processes leading to
potential effectiveness. However, Crifo et al (2012) and Lys et al (2012)
suggests that, the firm might adopt this model towards integrating corporate
social responsibility because it attracts valuable employees which in turn
increases firms’ competences, effectiveness and capability of the industry. For
instance, Bressler (2014) stated that, hiring experts in the ethical field will
reflect in the work place through mutual respect for other employees and
sharing knowledge about ethical methods of dealing with the society, which
will in turn boost a good reputation for such firm (Dhaliwal et al, 2011). In
contrast to this, such hire could cause a downturn to employee moral if the
existing culture is less appreciative of change, ignorant to educative prospects
and corrupt (Dhaliwal et al, 2011) and (Dietz et al, 2012). In addition, Su et al
(2014) and Connelly et al (2011) states that in a developing nation such as
Nigeria, the small firms in the petroleum industry are less likely to take this
route due to reasons such as, involved parties wanting different things which
will become expensive, due to falsified information, dilution of information and
ineffective communication among workforce in some occasions, all these
create a situation where trust is missing in the equation leads to a less
effective business environment internally and externally (Whawo, 2015) and
(Bate, 2012). According to Williams (2013), Korschun et al (2014) and Illes et
al (2015) trust is key to effective relationship and communication between
these firms and investors or stakeholders. Furthermore, the capital involved in
hiring experts or high quality workforce is also expensive as stated by Evoh et
al (2015) and Obisi (2011). This is usually a set back for small firms in the
Nigeria petroleum industry as the sector operates in a developing economy as
stated by Aigboduwa et al (2013) where larger competitors have a wider
29
reach of stakeholders and are able to target specific group of these
stakeholders with a gesture of social responsibility (Bushman et al, 2010) and
(Yao, 2013). This means, the stakeholder theory applies majorly to the lager
firms in the Nigeria petroleum industry due to their level of competency.
However, Rashid (2015) suggests that, a viable level of effectiveness is
embedded in the successful implementation of corporate social responsibility
by small firms in this industry which requires working with the state
government to secure foreign investment and access to foreign market to
expand their competencies to cope with adopting corporate social
responsibility in a near future (Adigwe, 2012).
2.9 Summary
This chapter emphasized on several important points relevant to this
study such as, the need to fully comprehend the link between the variables of
the study, that is, corporate social responsibility and organisational
effectiveness due to their importance in the 21 st century society. However, the
generally accepted measurement of organisational effectiveness is non-
existent. More also the theoretical perspectives that establish the relationship
between the variables of the study, establish the implications for small
retailers in the Nigeria petroleum industry if the relationship is exploited.
30
Chapter 3: Methodology
3.1 Introduction
This chapter of the paper shows the sole purpose of analyzing the
methods and ways of study adopted in the light of establishing a connection
between the implementation of corporate social responsibility and
organisational effectiveness of an organisation, particularly if small firms in the
Nigeria petroleum industry carry out the implementation. In addition, this
chapter aims to present the selected samples, the methods adopted in the
choice of selected samples and the mechanisms applied during the gathering
of data. Furthermore, this chapter also includes the research design, analysis
of gathered data and forms of data gathered.
3.2 Research design

According to Creswell (2014) and Maxwell (2012) research designs are
approaches and procedures established for a certain research, in which, said
approaches and procedures are planned adequately to serve as a base for
selecting detailed techniques from a range of several assumptions towards
the collecting, analyzing and interpreting relevant data. However, Maxwell
(2012) and Roller (2011) further indicated the necessity to expand one’s
knowledge of the subject rather to accepting Creswell (2014) and Maxwell
(2012)’s definition solely due to the fact that, Creswell (2014) and Maxwell
(2012)’s definition neglects to include that, in any chosen research design,
there is the probability of an adequate and inadequate analysis. That is, an
adequate research design is seen to function efficiently through analyzing the
steps taken and a confirmation of these steps harmoniously syncing. While an
inadequate research design focuses on the establishment of steps taken and
major components of the study in advance. This statement means, readers
are able to predict the next steps (Angrist et al, 2010). As stated by Creswell
(2014) and Lewis (2015) research design is usually in a qualitative form,
quantitative form or mixed researches design of both qualitative and
quantitative. According to Ingham-Broomfield (2014) and Strydom (2014) the
qualitative form of research design is subjective in nature through the
31
normality of interpreting every data collected from a primary source such as
an interview, which is adopted in this study. Whereas, quantitative approach
to research design as stated by Karlsson et al (2011) stands out for its
objectivity in nature through the interpretation of collected data in form
statistics which is adopted for hypotheses tests (Castellan, 2010).
The problem this study explores is the notion that, corporate social
responsibility has an impact on organisational effectiveness, particularly if
adopted by small firms in Nigeria, a notion backed up by (Olusanya et al,
2012) and (Igwe et al, 2015). However, due to the quantitative approach
adopted, the studies accounted for problems from a statistical point of view of
small firms in Nigeria generally, which are more complicated to small retailers
in the petroleum industry and requires more personal information from the
reality of owners and managers directly. Hence, the study is approached with
Mahmood et al (2013)’s argument that the adoption of qualitative research is
necessary to address such issue on a more direct level. That is, little or no
study explore the gap in relation to the small firms in the petroleum industry as
stated by Frynas (2013) and those that do base this on a quantitative
approach which is the reason for adopting qualitative approach in this study
as to situate the argument that quantitative approach lacks the capability to
decipher attitude, beliefs and suggestions of the respondents (Ellis, 2016),
(Zikmund et al, 2012) and (Taylor, 2013). Furthermore, since the objectives of
the study is to investigate and understand the reality these small firms face
when it comes to corporate social responsibility, organisational effectiveness
and a link of both, Öberseder et al (2011) and Thiel (2016) stated that, the
usage of qualitative design is best to measure the capability of small firms to
adopt corporate social responsibility to influence organisational effectiveness
since there are no established measurement for firms in the petroleum
industry as stated by Oladimeji et al (2012) and numeric indicators for how
effective small organisations in Nigeria are after adopting corporate social
responsibility is rarely published for public knowledge as stated by Usman et
al (2015) and Uwuigbe (2012). That is, the reality the owners and mangers
face, from the responses should be used as the measurement for the problem
statement as stated by Rich et al (2014) and Cary (2014) which correlates
32
with the grounded theory provided by Tavallaei et al (2010) which allows for
the study to adopt open ended interview questions to support the
measurement of the problem in this research as long as other measurement
or theories are achieved from the analysis of the findings.
In addition, the lack of previous studies towards the provision of an

adequate measurement tool for corporate social responsibility, organisational
effectiveness and their relationship as variables of this research as stated by
Sainsbury et al (2010) and Ponelis (2015) makes this research exploratory as
there are no existing studies that focus on the se variables in correlation to the
reality of small firms in the Nigeria petroleum industry. As a result, exploration
towards the perception of the owners and managers in reference to the
problem is analysed to build on existing knowledge instead of a quantifying
measure that fails to challenge processes because outcome is prioritise as
stated by (Baker et al, 2012) and (Thiel, 2016). This means that both variable;
corporate social responsibility and organisational effectiveness as drawn out
in the research questions can be measured through primary data such as
interviews (Paley, 2010). Furthermore, the justification for adopting a
qualitative research design is that, although qualitative research allows for
possibility of bias information, it looks into the reality of these participants and
increases the chance of obtaining valid and exemplary information on how
adopting corporate social responsibility impact organisational effectiveness if
adopted by small firms in the Nigeria petroleum industry. The interview
questions are shown in Appendix B.
3.3 Sample
The sample used in this paper involved the participation of 5 different
managers and 5 owners of small businesses in the Nigeria petroleum
industry. According to Mason (2010) and Baker et al (2012) extensive
research shows that, several authors while engaging in analysis equipment to
estimate minimum sample size for an interview in a subsequent manner,
concluded that, participants few as 3 remains valid for consensus and sample
size much as 10 in an interview is used by several researchers in several
studies which makes the sample size chosen for the study appropriate
33
because as stated by Barnett et al (2012), the number of targeted participants
are minor concerns for qualitative research studies but key to attaining a
diverse sample for solely quantitative measures which is irrelevant to this
study (Charan et al, 2013). Naturally, interviews are carried out in an in-depth
manner to expatiate on the subject for possibility of discovering up-to-date
theories, subject matter and links (Edwards et al, 2013) and (Turner, 2010).
Moreover, the selection of 10 participants for the interview, is subjected to
acquisition from several diverse locations around the country, difference in
size and industry age or experience of each firm which as stated by Gearity
(2011) and Alvesson (2011) satisfies the level of saturation, which both
authors define to be a level where all the questions initially presented to
participants is adequate, resulting in no need for further investigation.
3.3.1 Sampling
The sample indicated in this paper involves the selection of various
managers and owners major regions in Nigeria, that is, northern, southern,
eastern and western locations with one small firm having multiple branches
across these regions. This was possible with input of family connections to
this particular industry, in which, over 16 samples and 30 samples were
offered for the qualitative research, but streamlined to 10, based on relevance
and determination to acquire accurate data. This size of the sample employed
proves relevant since the purpose of the paper is to investigate the areas the
interviews were applied. More also, the convenience sampling favoured this
research since the most important participants are located in the rural areas
where small retailers set up and exploit the most even though Suen et al
(2014) stated that more qualified individuals tend to be excluded when
convenience sampling is adopted. That is, adopting random sampling
provides less bias views and reaches a wider population as stated by Finch
(2013). However in the case of this study, the time allocated to undertake the
research and cost of making international calls constrained the ability to adopt
the random sampling (Etikan et al, 2016). Besides, the major targets of this
study are rural area occupants, which the study already achieved from the 10
participants that happened to be reached conveniently.
34
In addition, Mason (2010) and Baker et al (2012) stated that, qualitative
interviews are made up of little sample size. Hence, the sample excluded the
rest of the 6 out of the offered 16 in regions within the major locations.
Particularly, due to the externalities impacted on the society, the petroleum
industry in Nigeria, which is relevant to the study as indicated all through this
paper with an overall objective to satisfy stakeholders since the ability to keep
stakeholders satisfied hails from environmental and economic factor such as
capability to incorporate corporate social responsibility into business activities.
However, these are best exemplified when the owners and mangers of these
small businesses are determined to prioritize organisational effectiveness.
Hence the adequacy of the petroleum industry to aid the identification of how
important improving organisational effectiveness is especially if corporate
social responsibility is considered in such context. In addition, the interview
included open-ended questions with the aim of getting an overview and extra
comment about the understanding of the issue and getting an idea of factors
influencing the views of the respondents.
Furthermore, analysis of the probability of corporate social

responsibility experience was carried out through the inquisition to the number
of years these owners and managers held their position for. Then, the results
showed a variation of experience these participants (8 men 2 women) had
which is an average of 10 years a timeline not considered long in this industry
compared to bigger firms operation for over 50 years. The sample in table 1
below shows the demography targeted for the interview.
3.4 Data Collection

In order to collect data, journals and interviews were employed since
the study is investigative. This is justified through the fact that, the study aims
to investigate the possibility of participants undertaken the discussed business
decision, previous experience and general view on the topic. The timeline for
interviews carried out was between 20 minutes to 40 minutes with each
participant, depending on clarity and knowledge of the questions. As a result
some interviewee spent more time on delivering answers than others. While,
the timeline for collecting adequate and appropriate information from existing
35
journals was between 14 days. The interview and journal readings were
carried out in a silent study room where distractions were not a concern
towards the interview process, as this might have led to obstruction in the
rhythm of information fed and data collected. Also a potential
misunderstanding of the journals read. In addition, the interviewer decided to
ask the participants for a detailed discussion of answers in order to ensure
that the validity of gathered answers remained relevant to the research
questions.
Furthermore, the interview was conducted over the phone since the
interviewees are located in Nigeria while the interviewer studies in the United
Kingdom. More also, the question asked were about organisational
effectiveness and corporate social responsibility. As a result, the collected
data was detailed and relevant to information provided by journals in respect
of the subjective social responsibility that the owners and managers
experience and a potential effect on effectiveness within the firm. Moreover,
journals and interviews aided the captivity of various ideas from each
participant’s point of view on the phenomenon that is, implementing corporate
social responsibility. In order to ensure the validity and accuracy in the data
collected, some of the interview questions are derived from a similar method
in existing journals in which Holtschneider (2015) and Floyd (2015) set their
questions for a similar topic area. In addition, through these questions, the
owners’ and managers’ view on the capability and competency to adopt such
a phenomenon were obtained.
Additionally, Appendix B shows the various questions asked. These

interviews involved the establishment of guidelines after the initial
introductions. More also, a consistent period of silence and no bias comments
was necessary on my part for the subjective response from interviewees. As
the interview continued, participants remained inquisitive towards the reason
for my inquiries, which i clarified to each interviewee. This rapport showed the
clear understanding in communication to ensure the validity of information
given on both ends.
36
3.5 Data Analysis
The analysis approach in this study is a descriptive one for organising
the collected data. According De Hoyos et al (2012) and Lambert et al (2012)
the justification for this approach is based on the notion that when inductive
approach to research is adopted, the collected data needs to be organised
categorically. As this is the case in this study, the exploratory open-ended
interview responses were arranged to align with the set research objectives.
More also, the category in which the responses are arranged in this study is a
narrative approach which as stated by Robert and Shenhav (2014) is open in
nature but allows for underlining of level of importance of points relevant to
the research objectives even though the only criticism found is stated by
Hunter (2010) claiming that, narrative approach is exclusively subjective and
difficult to measure quantitatively which is good for the purpose of this study
as identified by Robert and Shenhav (2014), quantifying is a less viable option
for a research of this magnitude. In addition to this, Kalogeras (2014) stated
that, narrative approach to this study could measure the real life problems
such as the organisational effectiveness form the perspective of the
participants which supports the grounded theory by Tavallaei et al (2010) in
the research design that the data gathered may become viable as a measure
for the variables (Kelly, 2010).
Moreover, in this study, the descriptive narrative approach towards the

analysis of the responses is presented in according to the relevance to the
research objectives being evaluated in the findings with the most relevant
responses that are in agreement firstly, against responses that contradict the
first responses and other statement that support arguments and points being
drawn out in the analysis.
Furthermore, the other process involved in the data analysis is note

taking while on the phone call to respondents, which less obstruction was
ensured. This resulted in the compilation of an accurate statement from the
respondents in a narrative approach that aligns with the evaluation of
research objectives. More also, these data gathered, occurred between
37
August 10, 2016 and August 23, 2016 with 20 to 40 minutes conversations,
depending on the respondent’s capability to answer the questions openly
3.6 Ethics
In order to ensure an ethical groundwork, each participant was given a
form of consent, which was collected prior to the distribution of interview
questioning which can be seen in Appendix A section. This action is backed
up by Oates et al (2010) and Roache (2014) to signify that, potential
respondents need to be informed prior to any study with the aim of the
research, benefits and rights. That is, respondents were aware of the
voluntary state and have the option to cease progression at any period.
Furthermore, anonymity was prioritized throughout the research, which
established the reason for labeling participants as owners and manager 1 to
10.
3.7 The reliability and validation of the study

According to Drost (2011) the reliability and validation of a study shows
that the research will yield similar outcome in a repeated scenario and can
stand as scientific proof that the experiment check all the requirement for the
study to add to existing knowledge about the chosen subject or phenomenon.
However, Noble and Smith (2015) stated that, the choice of adopting
qualitative method in this study contradicts the movement to ensure a reliable
and valid study because Oppong (2013) among other scholars suggest that
qualitative method is subjective and lack accuracy scientifically. Moreover, it is
ensured that the qualitative method adopted in the study accurately
addresses the variables targeted for the measurement of the research as
stated by Noble et al (2015) and Leung (2015) by ensuring that the interview
contained questions specifically to understand the owners and mangers
reactions towards corporate social responsibility and organisational
effectiveness (Dillman, Reips and Matzat, 2010).
38
3.8 Pilot interviews
In order to ensure less or no issue with obtaining accurate data and
having a clear picture of the interview questions to be used for the actual
study, one pilot test was carried out with two supervisors and a manager
which resulted in two bias responses and one acceptable response. Although
due to time constraint, there was an addition on two questions and other sub
questions to the interview used for the collection of data.
3.9 Summary
The exploration of this study is undertaken based on a qualitative
approach with the support of the grounded theory and inductive approach,
which allows for measuring proposed variables of the study based on the
reality of the business operations. As a result, a convenience sampling of 10
respondents in the Nigeria petroleum industry were gathered for interviews
from majorly, rural areas of the country. The interviews carried out were
guided by the notion to remain categorical to align the responses with the
research objectives.
39
Chapter 4: Report findings and Evaluation of findings
4.1 Introduction
As shown in the literature review chapter of this paper, a standard
measurement of the variables in this study are non-existent which beckons
the reason behind the evaluation of the owners and managers’ perspective
because it is stated in chapter 2 that the measurement of the variables is cut
according to each firm’s situation (Lawler et al, 2011) and (Haid et al, 2010).
Therefore, this chapter aims to explore the understanding and situation of
owners and managers of small firms in the Nigeria petroleum industry and in
order to do this, the interview questions were modified from existing literatures
such as Holtschneider (2015) and Floyd (2015) to align with the research
questions in the same order stated in chapter 1.
Furthermore, as stated in the methodology chapter, respondents are
5 owners and 5 managers of small retailers in the Nigeria petroleum industry
due to their decision-making status in the company. Therefore, the open-
ended interview best explores the perception and reality of the firms’ decision-
makers because, the owners and managers are conditioned to express
opinions and experience in detail about the reality they faced when dealing
with organisational effectiveness, corporate social responsibility and their
relationship at any particular period in time. Based on the discussion in the
literature review section to structure the interview using the research
questions, the responses were categorized with the same method by
structuring the report findings and discussion under this chapter based on the
three objectives explored in this study. In addition to this, data analysis is
done descriptively in the sense that, enough time was ensured to note down
all statements for further evaluation in order to obtain accurate information
necessary for the study.
4.2 Demography
The participants of this study including 5 owners and 5 managers of
small retailers in the Nigeria petroleum industry are the demography variable
for this study which is based on the ability include small companies with
40
different sizes and experience which, is the number of years they have been
in their positions, the industry and are aware of a portion of the topic. As a
result, several participants with over a decade and less that oversee
employees ranging from 5 to 95 employees were involved. Moreover, having
at least one woman was a target in a men dominated sector. However, two
women were found. The sample in the table below shows the demography
targeted for the interview including (8 men 2 women) with an average of 10
years in the industry.
Table 1
Participants Gender Years Size of firm Business type

holding (number of
position in employees)
industry
Owner 1 Woman 5 50 Retailer
Owner 2 Man 10 56 Retailer
Manager 1 Man 2 10 Retailer
Manager 3 Woman 4 7 Retailer
4.3 Are small firms in Nigeria’s petroleum Industry willing to adopt

In order to gauge the respondents’ point of view, the understanding of
corporate social responsibility from the perspective of the respondents is
necessary. The participants were asked about their understanding of the
subject using the questions in Appendix B and how it applied in the business
41
world, in which, several answers were given. These answers as noted,
showed that the participants understood the phenomenon and discussed
scenarios in their business activities which corporate social responsibility is
hypothetically applied. Moreover, some of the participants describe business
situations in which being socially responsible had an impact on customer
relation, public image and avoiding fines. This means that corporate social
responsibility is the ability of people to identify the need for respectful, ethical
and diligent approach in relation to dealing with another party in order to avoid
or minimize externalities or negative repercussions. However the sub-themes
for this question based on Carroll’s CSR model are CSR for profit, CSR for
stakeholders and CSR for both profit and stakeholders.
4.3.2 CSR for profit

For instance, the interview answers from owner 3 basically indicated
that, “corporate social responsibility is about increasing the performance of
the company during economic meltdowns by providing charitable amenities to
the society”
In addition to this, Owner 4 in his answer emphasized on “corporate social
responsibility being the capability of a firm to ensure that customers are
satisfied with the process and delivery method the firm engages, especially
when the firm needs more money, they can bank of the support of this
customers”
More also, in agreement with owner 3, manager 5 stated a related concern
that,
“corporate social responsibility is a solution to financial downturn”
4.3.3 CSR for profit and stakeholders

Furthermore, the answers gathered from owner 3 about the understanding of
corporate social responsibility correlates with the response of owner 5 who
said that, “corporate social responsibility helps a company to realize their full
potential by including the concern of the society”
In support of owner 4’s statement, owner 1 expressed a similar opinion
that corporate social responsibility stems from the need to make money and
have a good public image.
42
“The ability of a firm to remain ethical in every process of operation as existing
and potential customers today, look at this before making a decision to
purchase”
In a closely related statement, manager 1 stated, “ when companies prioritize

the feelings and welfare of the society, the company will receive favor in
return from the public through purchase, word of mouth and partnership”
4.3.4 CSR for stakeholders

However, owner 2’s response contradict that of owner 3 and manager 5 in the
sense that, the understanding of owner 2 deals with the capability of a firm to
be ethical, responsible or concerned about the welfare of stakeholders in the
overall areas of the business activities the firm engages in. This is evident in
owner 2’s statement, which indicated that,
“corporate social responsibility is about making sure that the impact on the
environment is key in every business situation and how the company handles
the concept is legitimate”
Furthermore, the interview questions in Appendix B aimed at identifying where

the participant stood in term of adopting corporate social responsibility yielded
responses majorly stating the fact that corporate social responsibility is a new
economic and social tool in the Nigeria petroleum industry and economy alike
and takes time to incorporate such tool into the system.
For instance, owner 3 stated that,
“even in my long years as a manager, executive and owner of businesses I
have never seen or heard about companies in this industry pay attention to
the need of the public as a factor that affects their business because, we feel
that these businesses are needed in mostly rural areas”
More also, in agreement with manager 2, owner 3, owner 4 and manager 3,

owner 1 expressed that,
“if the need for corporate social responsibility loomed large in the economy,
the government or so called activists would have made it a public awareness”
43
4.4 Limitations faced by small firms in the adoption of corporate
social responsibility
In order to understand the limitations or factors that affects the
possibility of firms adopting corporate social responsibility, the owners and
mangers of the small firms in the Nigeria petroleum industry were asked to
give examples of situations where corporate social responsibility has or might
fail them because this seems to be a major limiting factor along with decision
makers’ priorities to the adoption of corporate social responsibility. The aim of
this question as shown in Appendix B was to understand if there are more
complex powers in play because evidence in the stakeholder theory of the
literature review section as an instance, show that there are benefits to
adopting corporate social responsibility. However, the responses form the
interviewees suggest that the owners and managers are resistant to change
in general especially if the bigger firms are not taking on the initiative to
integrate the change first, as this might result in no difference between those
firms who have adopted the initiative and others who refuse to. That is, more
spending just to keep the same level or less competitiveness in the market in
a situation where proper implementation is not in place.
4.4.2 Ability to change: Negative outlook

As stated in the literature review chapter, the ability to change differs
from one company to another especially, due to their situations at certain
times and established culture of the workforce.
For instance, owner 3 said that,
“as the decision maker of a small firm, I would say I have an idea of how
current system to manage effectiveness works and if this is disturbed, my
wallet pays dearly for it because presently the system works”
Moreover, manager 1 basically said that,

“his boss has continued to commend him on the ability to reduce cost every
year during budget allocation”
Additionally, manager 5 said that
44
“in my first two years as a manager, i employed undergraduates and
graduates in attempt to boost the company’s capability, they ended up leaving
after a short while which disrupted the stable feeling the company used to
have”
To support manager 5, owner 2 stated that,
“since I entered the industry, I have set up over 10 retailing outlets which
some failed to progress because I was trying to do something different from
the already successful one in the light that, if I did something different such as
emulating retailers in the developed countries I would then transfer the
innovation to my entire organisation. This did not work because I should have
known that it is adamant to have an aligned overall values and goals in all
aspects of the business”
Moreover, manager 4 indicated that,

“ from experience, if corporate social responsibility is integrated into the
business, the most likely situation to follow is staff thinking they are entitle to
more than they are given which turn to unions if pushed far enough, this will
cost us more money as company”
4.4.3 Ability to change: Positive outlook

In contrast to owner3, owner 4 stated that,
“I will change the way I do things if it would improve my business operations,
however, I still value cost minimization”
More also, owner 1 and manger 3 alike expressed the opinion that this
successful integration of corporate social responsibility is possible in the
future because we are in an age where people are becoming aware of it. An
example from the statement of manager 1 was that,
“sometimes there are some people who come around the workplace to seek
finance for the repair of the roads that lead to and from the retail outlets
because, this people believe the petroleum trucks are responsible for the
initial damage”
45
Manager 4 said that,
“he and his employer alike took note of times when they were under scrutiny
from specific activities and decided to keep the people who helped them out
of the issue on retainer”
4.5 The impact of corporate social responsibility on organisational

effectiveness
In order to understand the impact of corporate social responsibility on
organisational effectiveness within the small firms, several questions in the
interview (Appendix B) were designed to obtain relevant answers since most
of the respondents were professionals with the knowledge of the discussed
topic. Firstly, in the interview, the participants were asked to discuss a
business situation whereby a socially responsible act had an effect on
business activity being carried out in that period. The importance of this
question is to understand the owners and managers’ attitude towards a
previous experience and future consideration.
4.5.2 Ability to change: Positive outlook

The first instance is from manager 1 who said that,
“ although I have little experience as a manager in this industry, I know for fact
that when you offer management or supervisor training to my workers as an
incentive, they begin to show a more innovative approach to their work”
In a similar response which is in agreement by owner 1, manager 2, manager

5 and manager 3, manager 4, said that,
“the best way of achieving organisational effectiveness is giving your workers
a definitive role but including little duties of other roles on from time to time
because it creates a close culture where as the workforce will know how to
help out or anticipate each other’s deal”
4.6 Limitations
This study was limited to particularly specific locations due to the
number of employees available. In addition, attempts were made to involve a
sample that cuts across several local regions, but small sample of 10
46
interviewees was obtained which is due to the size of the small firms in the
Nigeria petroleum industry, location, disinterest, privacy concerns, availability
physically to take part in the study, literacy and the time limit set for the
completion of the study which some potential participants could not fit into,
some potential participants were unable to be reached.
Furthermore, data collected from the telephone interviews revealed

that, some of the respondents became defensive and unprofessional in the
response to particular questions in the interview (Appendix B) which made up
some of the bias comments in the analyses of the responses overall.
Finally, the authoritarian leadership approach which is criticized in the

literature review contributed to the shortage of respondents, as some
managers were afraid of their opinions reaching the employers even though
an anonymous status was ensured. As a result, this contributed to the
difference between a more diverse outcome and the reliable outcome
obtained for this study.
4.7 Discussion
4.7.1 Are small firms in Nigeria’s petroleum Industry willing to adopt

The findings of this study as indicated by owners 1, 3, 4, 5 and
manager 5 depict corporate social responsibility as an economic and social
tool to compete effectively in the industry with financial gain as a motivator.
This aligns with the views stated by Leppelt et al (2013) and Aras (2016) that
companies invest in corporate social responsibility for self-interest reasons
such as profit and public image not necessarily legit as shown in the literature
review chapter. Hence, the importance of these points in the statement above
is justified, since the purpose of the research is to understand corporate social
responsibility and the impact on organisational effectiveness. For example, by
summing up their views, owners 1, 3, 4, 5 and manager 5 identify corporate
social responsibility as a business strategy employed by companies to identify
impacted parties in their process of carrying out business activities in order to
47
manage the effect without further expenses not budgeted for or avoiding
scrutiny from the stakeholders which also correlates with the freeman’s
stakeholder value model discussed in the literature review from the view point
of Freeman et al (2010), Franch et al (2010) and Eshun et al (2011) which
states that companies will tend to engage corporate social responsibility if the
most important or lucrative faction of the stakeholders to their business begin
to demand for it, however, the company will also do this with the aim of
reducing cost in other areas of the business or ensure less spending.
However, owner 2 contradicts this view by stating the need for decision-
making based on the impact on the society, which as indicated in the literature
review in correlation to Brown et al (2012) and Figar et al (2011)’s argument is
that, the ability to genuinely integrate stakeholder’s concern into business
decisions impacts organisational effectiveness and performance alike.
However the argument from the analysis of the responses aimed at
measuring the capability of corporate social responsibility being adopted in
the Nigeria petroleum industry shows that there is doubt, at least in the short
run because most of these firms see it as an opportunity to gain profit which
even though is why businesses are set up initially, it dehumanizes the people
involved in the business decisions and sees stakeholder as infrastructure to
build wealth.
4.7.2 Limitations faced by small firms in the adoption of corporate

social responsibility
The summary of the responses with majority of the interviewees such
as owners 2, 3 and managers 1, 4, 5 suggest that most small firms in the
industry have less value for corporate social responsibility due to the fact that,
the system is inappropriate with no proper agency to check or reprimand firms
in most times during a financial year, even in situations where the business
activities’ effect to the stakeholders are negative and reports have been filed.
This poses as the limitations to the adoption of corporate social responsibility
that is entirely based on the capacity and competences of firms in the industry
and that of the country because they are yet to see an ineffective run in their
mode of operation in the industry. This ultimately confirms the views stated by
Chandler et al (2013) in the literature review about how the extent to which
48
corporate social responsibility is taken seriously is up to the capability of the
firm. However as indicated above, owner 1, 4 and manager 3 express the
view that, if the benefits to the adoption of corporate social responsibility is
exemplified in the effectiveness of bigger players, other agencies and the
stakeholders demand it heavily, small firms will consider the adoption of
corporate social responsibility in a nearer future. Furthermore, this argument
contradicts the criticism of Carroll’s model of corporate social responsibility
section of the literature review by Liao and Barnes (2015) about how small
businesses are able attain more flexibility in the 21st century due to their level
of capacity and capability towards a smaller group of stakeholders because,
the interviewees expressed a different view suggesting that if the decision
makers in the organisations see no gain in the possibility of adopting
corporate social responsibility, effectiveness in the organisation aside,
regardless of the how flexible they can be, the decision makers will direct all
resources towards a comfortable and familiar risk which already works in term
of effectiveness. This creates the major limitation for the adoption of corporate
social responsibility if the priorities of owners and managers lie in a different
path, which is majorly because change seems to be hard, and unknown
therefore not invested in by the firms in the Nigeria petroleum industry.
However, as stated by owner 1 and manger 3, the mass adoption of corporate
social responsibility lies in the 21st century demands of stakeholders to take
hold, that is, when some companies begin the adopt corporate social
responsibility, other small firms will follow due to not being left out and a new
norm in the industry and economy alike. This means, small firms will
ultimately be willing to adopt corporate social responsibility but not in the
present situation surrounding the industry and economy.
4.7.3 The impact of corporate social responsibility on organisational

effectiveness
The responses submitted by owner 1 and manager 1, 2, 3, 4, 5
suggest that, the owners and managers were confident in their own ability to
effectively manage the business activities overall such as the workplace
culture, skills building and customer relation which correlates with Lawler et al
(2011) and Haid et al (2010)’s view in the literature review that the
49
effectiveness of the firm depends on how the organisations sees fit what
works for them to satisfy customer needs. As this is the reason behind their
confidence presently as competent small firms of the industry since they are
able to make profit, reduce costs and satisfy the needs of customers
simultaneously without receiving more than usual complains about
stakeholder impacts. Another importance of the question helped to
understand the owners and managers’ attitude towards the potential impact of
corporate social responsibility in the effectiveness of the organisation,
because it was evident that the previous experience of being socially
responsible had an effect on how the goods and services were delivered at
that period of transact. The question helped to remind them that, if
organisational effectiveness was achieved once, it might potentially lead to
further effectiveness within the organisation if particularly prioritized which is a
suggestion owner 1, 4 and manager 3 agreed to even though it is clear that
small firms in this industry are comfortable with familiar situations and their
effectiveness lies in a balanced workplace culture as indicated in the literature
review (Newton et al, 2014), (Dhaliwal et al, 2011) and (Dietz et al, 2012).
However, this effectiveness might not be clear to stakeholders due to the level
at which these firms are effectively managed. Although the major aim of this
analysis is to know if small firms adoption of corporate social responsibility
would lead to organisational effectiveness, the answer is still unclear in terms
of dealing with the Nigeria petroleum industry because findings shown that
most of these firms are unwilling adhere to situations that change their
present method of operation and process which is the driver for organisational
effectiveness.
4.8 Summary
This chapter of the study analyzed the correlation between corporate
social responsibility and organisational effectiveness. However, the
management, due to what works for them as an organisation defines the
relationship and the form it takes in each firm, which in the case of the Nigeria
petroleum industry, is the current situation that keeps them healthy financially
as a small business can be in such industry. That is, the stakeholders due to
their size have less impact on this relationship. As a result, even though the
50
awareness of corporate social responsibility is there, the influence of
leadership in these small firms hinder the possibility to adopt corporate social
responsibility, which will ultimately a future research to if effectiveness within
small organisation is adamant when corporate social responsibility is adopted.
51
Chapter 5
5.1 Conclusion
The aim and objective in which this research set to achieve have been
accomplished in sections consisting of a literature review chapter to analyze
the existing studies and models in the subject area, a methodology section
that details the methods adopted through interviews for research to attain the
outcome evaluated in the findings. Particularly, the research established that,
small firms in the Nigeria petroleum industry understand the impact of
corporate social responsibility even though most of them view the
phenomenon as a drive for undesirable change at a certain period in time.
Additionally, the study showed the importance of these small firms,
collectively as an organisation and industry adopting corporate social
responsibility for the potential improvement of their effectiveness such as
being ethical in the processes that lead up to delivering what the environment
need. Although, the impact of corporate social responsibility on organisational
effectiveness of a firm is indicated in the study, the findings illustrate the
respondents’ answers identifying their capability to meet organisational
targets with current balance within the workforce and relationship mostly with
the locals as enough criteria to be effective as a small firm in the Nigeria
petroleum industry.
As it is evidently shown in this paper, corporate social responsibility is

business operation done on ethical base, which stakeholders are increasingly
demanding, from firms of all sizes alike. As a result, firms recognize that it is
an important phenomenon of the 21st century business world that competitors
are aware of to improve effectiveness and achieve organisational goals even
though the rate of acceptance and level at which it is prioritized differs in each
type of economy. This is evaluated in the literature review in the sense that,
due to the size of these firms which help them become flexible to adapt to
several business situations, small firms in the Nigeria petroleum industry
ought to adopt the Carroll’s model of CSR which entails the simultaneous
integration of economic, legal, philanthropic and ethical approach to adopting
52
corporate social responsibility. As a result, these firms are expected to
understand and follow the law even though making profit is fundamental to
their objectives as the society approves of firms that show the initiative of
being responsible in an ethical manner which can be in acts of improving
quality of livelihood by giving back to the society through charities,
employment and infrastructures. However findings in the literature review
criticized any situation where the Carroll’s model of CSR is implemented due
to legitimacy concerns, that is, if small firms in the Nigeria petroleum industry
adopt the Carroll’s model of CSR into business operations, there is no
evidence that supports the right reason for doing so since economic, legal,
philanthropic and ethical approach of the model have one common factor in
correlation, which is to increase the wealth of the concerned firms. As this
factor supports the current business situation in the industry and economy
alike whereby, profit is prioritized over the respect to do right by stakeholders.
However, if these firms are willing to align the economic, legal, philanthropic
and ethical approach of Carroll’s model with their goals, the signaling theory
suggests that welfare of stakeholders should be included in the decision to
adopt corporate social responsibility through any model possible due to the
fact that, the stakeholder theory sheds light into a probability of uproar against
the methods in which a particular firm decides to transact in the economy. As
a result, the stakeholder theory assumes that these small firms will have it
easier to adopt corporate social responsibility if there is a grouping for the
level at which the stakeholders are important to the business for specific
economic and social service to satisfy each targets. This is further due to the
21st century dynamics of people becoming aware of direct and indirect effect
of the operations of business on their livelihood thereby demanding that firms
take this into perspective by reviewing the methods in which they produce and
deliver goods and services from caring for the staff directly and indirectly
producing the products and services to the materials that go into the
productions, the location in which extractions and company infrastructures are
placed, finally the effect on stakeholders, that is, less or no negative
externalities that in turn causes harm to the public environment within the
country and globally. Hence, stakeholders’ uproar tends to lead to scrutiny of
company’s dealings, loss of finances, less support from stakeholders and
53
closure in the long run in an ideal economy. The implication of these methods
to adopting corporate social responsibility as shown in the literature review is
that, small firms in the Nigeria petroleum industry will begin to re-evaluate
goals and objectives of the organisation to cover future situations such as the
employment of experts to aid the integration of corporate social responsibility
into the culture of the company thereby requiring staff to diligently work
towards the improvement on the quality of communications among each
other, improvement throughout the production processes and service delivery
to customers in order to portray an effective system whereby the needs of the
stakeholders reflect as a deciding factor considered in every area of the
business activity.
Furthermore, the method adopted for the evidence to back up the

views and stand of the owners and managers in the Nigeria petroleum
industry in reality was a qualitative research method through interviews which
entailed research questions aimed to understand the respondents’ opinion on
how corporate social responsibility, if implemented could have impact on
organisational effectiveness. Data was obtained through notes taken during
phone interviews and computation of answers ticked by participants.
This resulted in the 30 findings analyzed in chapter 4 with a back up

statement of how reliable and valid the outcomes of the findings are to the
study. More also, included in the study was a consent form to inform that the
study was a voluntary based research if potential participants were to take
part in it. This is done under the courtesy of an ethical ground. These findings
show the general perception of the decision makers in these small businesses
about corporate social responsibility to be an economic tool adopted by
businesses seeking to compete effectively in the industry. Although this is
quite similar to reason why firms should adopt corporate social responsibility
as discussed in the literature review, it is not a major and appropriate factor
from the perspective of stakeholders. More over, the findings just like the
literature review point out the stakeholder concern as an influential factor in
the adoption of corporate social responsibility. Furthermore, the literature
review and the findings indicate that the effectiveness of the organisation
54
comes from an efficient management to create a certain culture within the
organisation, which reflects, in the overall activities of the business. Even
though, the owners and managers in their responses generally claim that the
efficient management process depends on their goals and existing culture,
which had been effective for the firm that is their current situation proves
effective enough to keep them operational in the industry, making enough
revenue to cover costs, attain profit and stay relevant to the economy.
However both the literature review and the findings also emphasize on how
difficult it would be if these small firms decide to change their current method
of achieving effectiveness due to internal and external environment factors
that contribute to the current approach to being operational in the industry
such as situations whereby the implementation requires commitment in the
long haul to spending to train people and contribute financially to an
environment these firms are supposed to be gaining money from and
employees demanding more than they currently get.
Finally, this study has established a ground and method for these small
retailers in the Nigeria petroleum industry to integrate corporate social
responsibility into their business activities because it matters to long term
existence in the 2ist century where stakeholders are the most important
factors contributing to how effective an organisation is. Although this is
explained with exiting theories and numerous studies emphasizing the
unlimited benefits over drawbacks if corporate social responsibility is adopted
by firms of any size, the economy in which such firm operates in is major
factor for the extent to which corporate social responsibility is taken seriously,
especially, in a developing economy such as Nigeria’s where as sated in the
literature review if the study is made up of inadequate systematics from the
industry dealings with the government to social and economic exploitation of
the population in most geographical areas. That is, corporate social
responsibility will be a means to an end for these small firms.
55
Chapter 6: Recommendation
6.1 Recommendation from research findings

The findings from the research show important issues to the field of
social responsibility studies. A major issue among others as discussed in the
findings chapter, stems from the influence of owners’ and mangers’
perception on the possibility of changing effectiveness method and if adopting
corporate social responsibility is the appropriate method in the business
climate these small businesses operate in at a particular period in time.
Although, most of these owners and managers are aware of the need to be
effective and corporate social responsibility being a potential solution, the
benefits in explanation lack a guaranteed nature and few competitors in the
Nigeria petroleum industry implement corporate social responsibility to
change their effectiveness. According to Ugwunwanyi and Ekene (2016), few
companies in the Nigerian economy are aware of the benefits of corporate
social responsibility to effectiveness change and overall performance due to
lack of standard policies to address the interest from government and other
agencies alike. This results in companies providing inadequate or no training
to staff on the role of changing to improve effectiveness, the firms and staff
alike follow the existing way of doing business in the industry (Deloitte, 2014)
and (Oparanma, 2010). More also, the findings show that this has been a
long term issue for small firms in he Nigeria petroleum industry as the more
experienced and older firms have the same information as the latter firms due
to information not distributed evenly. Hence, there is a need for mass
educative approach in the Nigerian economy, particularly to the petroleum
industry since this is majorly the country’s source of income. Also, tailored
training from specialists towards small retailers in the industry due to the fact
that, they employ many of the local population who have less knowledge or
ability to grasp the extended training from a western business situation. This
group of people will need to be taught in methods that they can relate to from
a previous experience and current way in which they do business. For
example, posting experts to certain location in the rural area to understand the
way of livelihood and business transaction in order to gauge the level of
56
knowledge or have an idea of the level at which these set of people can be
taught from. In addition to this, the government bodies need to create the
awareness of accepting change in business situations, particularly among
these small firms due to lack of adequate knowledge, necessity to operate in
a 21st century industry and surroundings which hinder proper distribution of
information to the small firms from larger firms and government bodies. That
is, these small firms need to know that, resisting change for being comfortable
go against one of the major importance of running a business, which is, taking
risks as stated by Wambugu et al (2015) to be a major driving force for a
small business to compete in the business environment as it will ultimately
improve effectiveness. The government bodies and other bodies responsible
for easing businesses in a particular economy into a more effective method of
operating in the 21st century should seek the transfer of knowledge and
information on easing a developing economy and the firms operating in it into
effectiveness of an organisation through change and methods of change, both
economically and socially. This should be particularly directed to the small
firms since connection to the international market is non-existent or less
visible in operation compared to larger firms that posses more capabilities to
create such network in the foreign markets. This can ultimately lead to the
creation of agencies that continuously monitor, update and organise wide
reach of the knowledge to every part of country. That is the creation of private
and public consultants that are experts in the field of managing organisational
effectiveness, training concerned firms the integration of social and economic
tool such as corporate social responsibility into business activities. As a
result, these small firms will be able to establish a network within the industry,
economy and in the foreign market due to the new found understanding of
how sharing knowledge and information works in the modern business
environment.
Secondly, selection method in the recruitment process which is a major

factor to the reason some of the small firms remain backwards in the ability to
understand the potential impact of corporate social responsibility on
organisational effectiveness should be improved upon, as this will eventually
provide the workforce culture with a diverse competency when the knowledge
57
from one employee or management staff has influence on how other
employees do their work, especially if this is from a manger or leader’s
perspective. That is, the said employee has socially responsible skills when
handling business activities and there is possibility that, over time, the
workforce emulates this approach if effective. However, due to the
stakeholder theory discussed in the literature review which states how firms
can easily adopt corporate social responsibility if they group the needs of the
society according to importance, small firms will be able to accept or envision
the benefits if only few employees or experts hired fully have the training and
ability to ignite change, spread it to influence workplace culture and sustain
the change. These chosen few will be assigned to each levels at which the
needs of the stakeholders is important, creating less distraction and
obstruction towards other aspects of the business that can be handled by
other workers. The trained workers can therefore; help the firm to facilitate the
integration of corporate social responsibility under the circumstances that
these selected few as well as management staff are trained in such field as
part of social and economic tools adopted for change in organisational
effectiveness. As a result of this initiative, small firms spend less than they
assumed, run less risk of most or all employees or management demanding
more compensation for their new learned skill or leave the company for other
firms. This is because, small firms as discussed in the literature review and
findings used these factors as reasons for resisting change such as trying to
influence current organisational effectiveness and adopting corporate social
responsibility. In addition, the training of these selected few among the
workforce, which will ultimately lead to influence on other staff will save the
company money as it will involve training other colleagues and subordinates
internally. Hence, the organisation improves effectiveness by being capable
of satisfying the needs of stakeholders accordingly to their importance and
creating or sustaining a reputable public image.
58
6.2 Recommendation for further research
According to Forstater et al (2010) and Muthuri (2012) there is need for
economies such as Nigeria’s to begin campaigning for the possibility of
corporate social responsibility being a way forward to satisfy stakeholders.
Therefore, it is adamant for scholars in this field to investigate in further
studies by address the factors influencing the possibility of widespread
corporate social responsibility and organisational effectiveness in the Nigeria
petroleum industry and the overall economy., particularly where small firms
are involved because small firms are considered as key players of any 21st
century developing economy (Robu, 2013) and (Pandya, 2012). Moreover,
this study addressed a qualitative measure of opinions and attitude towards
the notion of changing current organisational effectiveness possibly with the
adoption of corporate social responsibility. Instead, further research should
establish key indicators for measuring effectiveness in order to simplify the
notion that corporate social responsibility influences organisational
effectiveness to small firms in a numeric outlook as financial statements
showing the movement of transaction to depict success or failure helps to
signify the benefits to reluctant firms in situations whereby developing
economies such as Nigeria’s is concerned.
As stated by Delice (2010) and Button et al (2013) the use of larger

size samples in future studies will provide a more diverse result that covers
substantial information about a wide scope or full scope of the populations’
opinions and argument. This is good for debates against the existing literature
contents and beliefs as stated by Nayak (2010) due to the fact that, compared
to a smaller sample size, larger sample sizes provide other topics, issues and
factors related to the field which provides more ground to argue against an
established literature review chapter that details few or none of the extra data
gathered from the findings. A smaller sample size on the other hand might
have less points that contradict a written literature review, instead, there are
similar contexts and examples that makes the existing literature and findings
compensate each other while ignoring that there might be a potential
information ought to be collected by additional people. However, Singh et al
(2014) and Nayak (2010) emphasize on ensuring that the adequate sample
59
size is achieved because, larger sample sizes could result in time
consumption, increased spending and push of ethical boundaries.
Furthermore, the issue of each level of importance to the business at

which the stakeholders are grouped needs more focus in future studies, due
to the fact that, this study like other studies entail less information about the
needs these groups desire from small businesses in particular. Although it is
stated in the literature review that these group scrutinizes the larger firms
more than they do the small firms, it is adamant that future studies discuss the
group that actually scrutinize smaller firms too.
60
Chapter 7
7.1 Personal Development Plan

I enrolled on the MBA FINANCE program in order to build on my
existing goal of attaining adequate knowledge and skills to fuel proper
handling of financial, economical and managerial tasks on the job in my
chosen career and overall in the business world. As a result, I opted for
modules that exemplified the necessary teachings through analyzing real
world problems and theoretical framework of some case studies. Although the
core modules of the first semester seem to entail mostly theories, which led
me down a path where I adopted the undergraduate method of learning
towards the lectures, seminars and assessments. This ultimately led to me
achieving grades less than my target. However, already prepped to be better
and focused while learning to learn like a postgraduate student ought to, I
noticed that, the modules were more practical and entailed real world issues
and providing potential solution or analyzing the solution provided in some
cases. At last, my decision to adapt to the postgraduate learning methods
resulted in better grades.
This ultimately resulted in me possessing the ability to understand the

managerial approach to business situations due to most modules focusing on
the financial and economical aspect of business operations particularly in a
foreign economy such as Nigeria’s. As a result my dissertation focused on the
Nigerian economy with the aim of reading and investigating to attain more
knowledge towards the managerial approach in a developing economy
situation. However, time management was another issue whereby. It took my
time to understand that postgraduate is about self-development and self-
learning, that is, I should have been in the library more than I did for extra
research and studies on how to integrate the taught situations into a
developing economy such as Africa’s. In addition to this, the little research I
had done to see the correlation to developing economy became complicated
as I continued research on potential dissertation topics. However, this resulted
61
in me finding some stimulating studies that led streamlined my options for the
dissertation topic.
Furthermore, the dissertation topic was chosen as an inspiration from

the fact that I aim to become an effective manager and executive in the future
whereby I have all the social and economic tools as option to impact the
efficiency and effectiveness of organisations, industries and economy in
Africa. In order to achieve this, I have started to indulge myself in reading if
journals, listening to professionals and scholars for research or studies related
to several business situations that tend to arise in developing economies such
as Africa’s and managerial approach to business situations that may arise in
these economies in the future. In addition to this, my time management
improved from experience of previous semesters as I planned my priorities in
order of importance to the study. This involved meeting a target of research
and words to be written daily in the dissertation. Through this plan I was able
to meet smaller objectives, which improved my time management skill, writing
skill, self-discipline, critical skill, analytical skill and organisation that are
needed for proper handling of financial, economical and managerial tasks on
the job in my chosen career and overall in the business world. Furthermore, I
can
Finally, undertaking the dissertation aided my development towards
being a better student and potential efficient professional in my chosen career
and business world alike. That is, I am able to research and gather
information better, I am able to construct an adequate piece of report within
time limit. As a result, I am looking forward with confidence to the prospect of
working in the business environment.
62
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Appendix A
Consent form
Title of the study: The impact of corporate social responsibility on

organisational effectiveness in the Nigeria’s petroleum Industry: A small
retailer’s perspective.
Introduction
My name is Isaac Adesina Akanni. I am currently studying an MBA: FINANCE
course in the Business and Law department at the University of Sunderland.
The purpose of this form is to inform you about the study which is to
understand if organisational effectiveness will be impacted in a business
situation where corporate social responsibility is adopted and invite you to get
involved as respondents.
Method
As a participant of this study, this consent form is to be signed then, an
interview and questionnaire can be given to appropriate individual.
Time taken for study

This study will take between 15 to 20 minutes for completion.
Advantage of study
The outcome of this study is key to the understanding of corporate social
responsibility and how it can potentially impact organisational effectiveness if
adopted by small retailers in the Nigeria petroleum industry as this could
potentially lead to competing better with larger firms.
Confidential statement
Any form of information provided by participants will be treated as anonymous
and remain confidential.
Rights as individuals
This study is voluntary based.
Consent
It will be appreciated if the participant could please pen their signature in the
box and date below.
Signature of respondent
Date:
Signature of researcher
Date:
84
Appendix B
Interview questions
1. How long have you been in the industry?
2. How long have you held the position you are in for?
3. What does corporate social responsibility mean to you with at least one
example?
4. What does organisational effectiveness mean to you with at least one

example?
5. Can you please describe in detail an experience with being socially

responsible in an ideal business situation on a business day you were
involved in?
-Did the involved parties learning from the experience?
-Was there any change to how future tasks were performed?
-Did this ultimately influence culture at work?
6. What is the general attitude towards improving organisational

effectiveness and doing so with the adoption of corporate social responsibility
in the industry, best to your knowledge?
7. Is there a possibility you might consider the adoption of corporate

social responsibility to influence organisational effectiveness in the future?
8. Are there limitations to improving organisational effectiveness through

the adoption of corporate social responsibility in the future?
-Please discuss a few limitations
Thank you very much.
85

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Module: MBA DISSERTATION

Academic session:(2015-16 Term2 A)

The impact of corporate social responsibility on organisational

Submitted by: Isaac Adesina Akanni

Module Leader: John Dixon-Dawson

Submission date: 21st September 2016

Statement of Originality and Authenticity

I confirm that the dissertation I am submitting is an original and authentic

Figure/Table Title Page

This paper attempts to discuss methods that encourage the adoption of

A qualitative research methodology is adopted in the study to explore

Throughout the process of completing this paper, several people have

I would also like to declare my appreciation to my brother and friends who

Finally, thanks to my parents for believing in me to support my further studies

1.2 Structure of the dissertation

The 21st century business environment demands the quick reaction of

1.5 Context of study

1.6 Aim of research

1.7 Research Objectives

 The limitations small firms in Nigeria’s petroleum Industry face in the

 Are factors of corporate social responsibility threats to organisational

 Will small firms in Nigeria’s petroleum Industry adoption of corporate

1.8 Overview of methodology

According to Ahmed et al (2011) and Aaker et al (2010), competencies

2.2 Understanding the relationship between organisational

According to Hall (2012) the dynamic nature of the global business

Although Kondalkar (2013) and Trehan et al (2010) stated that

2.3 Organisational effectiveness

In addition to the Boddy (2011), (Hunter, 2013) and (Metcalf et

2.4 Corporate Social Responsibility

2.4.1 Theoretical response to the reason behind firms’ adoption of

2.5 Carroll’s model of CSR

Figure 1. Carroll’s model of CSR

According to Omran et al (2015) this model indicates a hierarchy of

2.5.1 Criticism of Carroll’s model of CSR

According to Bezborah and Garodia (2015) the method described by Lim

The reformed model of CSR in Figure 2 is describing the existing

2.5.1 Implication for small firms in the Nigeria petroleum industry

2.7 Stakeholder model of CSR

Figure 3. Freeman’s stakeholders value creation

2.7.1 Implication for small firms in the Nigeria petroleum industry

2.8 Signaling model of CSR

3.2 Research design

In addition, the lack of previous studies towards the provision of an

Furthermore, analysis of the probability of corporate social

3.4 Data Collection

Additionally, Appendix B shows the various questions asked. These

Moreover, in this study, the descriptive narrative approach towards the

Furthermore, the other process involved in the data analysis is note

3.7 The reliability and validation of the study

Participants Gender Years Size of firm Business type

4.3 Are small firms in Nigeria’s petroleum Industry willing to adopt

4.3.2 CSR for profit

4.3.3 CSR for profit and stakeholders

In a closely related statement, manager 1 stated, “ when companies prioritize

4.3.4 CSR for stakeholders

Furthermore, the interview questions in Appendix B aimed at identifying where

More also, in agreement with manager 2, owner 3, owner 4 and manager 3,

4.4.2 Ability to change: Negative outlook

Moreover, manager 1 basically said that,

Additionally, manager 5 said that

Moreover, manager 4 indicated that,

4.4.3 Ability to change: Positive outlook