This theoretical paper explores the relationship between Corporate Social Responsibility (CSR) and organizational survival in high-impact industries, specifically focusing on oil and gas companies operating in developing economies. Recognizing the volatile and socially sensitive nature of regions such as the Niger Delta, this paper critically examines how CSR practices can serve as strategic mechanisms for ensuring long-term survival by fostering legitimacy, risk mitigation, stakeholder loyalty, and reputation. Drawing on key theoretical frameworks including Stakeholder Theory, Legitimacy Theory, the Resource-Based View (RBV), and the Triple Bottom Line, the paper explores how CSR integrates into organizational strategy, becoming a vital component for sustaining competitive advantage, enhancing social license to operate, and fulfilling sustainability obligations. The discussion highlights the need for a multi-theoretical approach to CSR, emphasizing its role as a strategic imperative rather than an optional add-on. Furthermore, the paper underscores the limitations of existing theoretical models in the African context and calls for the development of context-specific CSR models that better reflect the socio-political and institutional dynamics of developing economies. This study provides both theoretical insights and practical implications for firms in volatile contexts, urging the integration of CSR into core business strategies to enhance organizational resilience and sustainability.

Keywords:

APA Referencing Format

Agara, S. D. (2025). Corporate Social Responsibility and Organizational Survival in the Oil and Gas Sector: A Theoretical Synthesis. International Journal of Management and Operations Research (IJMOR), 1(1), 42-49.

1. Amaeshi, K. M., Adi, B. C., Ogbechie, C., & Amao, O. O. (2006). Corporate Social Responsibility in Nigeria: Western mimicry or indigenous influences? Journal of Corporate Citizenship, 24, 83–99. https://doi.org/10.9774/GLEAF.4700.2006.wi.00009
2. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
3. Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85–105.
4. Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48.
5. Dahlsrud, A. (2008). How corporate social responsibility is defined: An analysis of 37 definitions. Corporate Social Responsibility and Environmental Management, 15(1), 1–13.
6. Deegan, C. (2002). The legitimising effect of social and environmental disclosures–a theoretical foundation. Accounting, Auditing & Accountability Journal, 15(3), 282–311.
7. Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business Capstone Publishing.
8. Eweje, G. (2006). The role of MNEs in community development initiatives in developing countries: Corporate social responsibility at work in Nigeria and South Africa. Business & Society, 45(2), 93–129.
9. Fombrun, C. J., & Shanley, M. (1990). What’s in a name? Reputation building and corporate strategy. Academy of Management Journal, 33(2), 233–258. https://doi.org/10.5465/256324
10. Freeman, R. E., Harrison, J. S., & Wicks, A. C. (2007). Managing for stakeholders: Survival, reputation, and success. Yale University Press.
11. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.
12. Frynas, J. G. (2005). The false developmental promise of Corporate Social Responsibility: Evidence from multinational oil companies. International Affairs, 81(3), 581–598. https://doi.org/10.1111/j.1468-2346.2005.00470.x
13. Hart, S. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014. https://doi.org/10.5465/amr.1995.9512280033
14. Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149–164. https://doi.org/10.2307/2095567
15. Idemudia, U. (2014). Corporate social responsibility and development in Africa: Issues and possibilities. Geography Compass, 8(7), 421–435.
16. Jamali, D. (2008). A stakeholder approach to corporate social responsibility: A fresh perspective into theory and practice. Journal of Business Ethics, 82(1), 213–231. https://doi.org/10.1007/s10551-007-9572-4
17. Matten, D., & Moon, J. (2008). “Implicit” and “explicit” CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33(2), 404–424.
18. Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
19. Schaltegger, S., & Wagner, M. (2006). Managing the business case for sustainability: The integration of social, environmental and economic performance. International Journal of Sustainable Development and World Ecology, 13(4), 263–279.
20. Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571–610. https://doi.org/10.5465/amr.1995.9508080331