Corporate social responsibility performance of property-development firms in Nigerian south-western urban cities

Abstract

Previous studies on corporate social responsibility (CSR) in the construction and property-development domain have mainly focused on countries in the Global North with very few studies in the Global South. These prior studies have defined the pyramid elements (economic, legal, ethical, and philanthropic) that make up overall CSR, but none of them have assessed how well corporations performed in relation to each pyramid element, particularly in the property-development industry. Consequently, reflecting on the limited CSR studies in the Global South, this study examines the performance of property-development companies regarding the CSR pyramid elements. The study also assesses the barriers and strategic drivers of CSR among property-development companies. The study employed a descriptive survey research, and questionnaires were administered to 43 property-development companies. Descriptive data analysis was done to rank the relative importance of items from the questionnaire. Results showed that, although companies performed ‘well’ in their legal CSR, and ‘average’ in their economic and ethical CSR, companies performed ‘poorly’ in the area of philanthropic CSR. Lack of support by top management, corruption/lack of transparency, lack of knowledge and awareness by professionals, and lack of regulatory framework were identified as significant barriers to CSR implementation among property-development companies. Vision of founders/support by top management, regulatory framework, stakeholder activism, and good relationship-building are potential key strategic drivers of CSR implementation programmes among property-development companies. Given the findings, it is recommended that property-development companies should integrate CSR principles into their vision and mission statement and consider it to be a business function. This can be done by mitigating the barriers identified through the adoption of strategic drivers as postulated by this study.