| dc.creator |
Mbelwa, Latifa |
|
| dc.date |
2018-07-12T14:41:41Z |
|
| dc.date |
2018-07-12T14:41:41Z |
|
| dc.date |
2018-06 |
|
| dc.date.accessioned |
2021-05-07T11:54:20Z |
|
| dc.date.available |
2021-05-07T11:54:20Z |
|
| dc.identifier |
Mbelwa, L. (2018). INVESTIGATION OF STAKEHOLDER MANAGEMENT IN THE OIL AND GAS INDUSTRY IN TANZANIA. Business Management Review, 21(1), pp. 33-59 |
|
| dc.identifier |
0856-2253 |
|
| dc.identifier |
http://hdl.handle.net/20.500.11810/4729 |
|
| dc.identifier.uri |
http://hdl.handle.net/20.500.11810/4729 |
|
| dc.description |
The purpose of this paper is to advance knowledge of stakeholders’
identification, stakeholders’ Salience, and Companies’ Stakeholders
Management Strategies in Oil and Gas Industry in Tanzania. The paper
employed exploratory case study strategy. The data were obtained from two Oil
and Gas companies’ websites and were analyzed using content analysis.
Stakeholder theory was used to interpret the data. The principal research
findings reveal the role of the sustainability reporting, good governance,
stakeholder engagement, risk management and corporate Social Responsibility
(CSR) practices and strategies in stakeholder management by both local and
international oil and gas companies in Tanzania. Moreover, the findings
indicated the existence of nine key stakeholders in the oil and gas companies in
which local community scored the highest. Their stakeholder salience falls from
definitive to expectant and few latent who likely to turn to expectant. This is due
to the fact that the nature of the industry, that it is much regulated, has a long
time span and more riskier; in a way it gives the stakeholders the latent chance
to gain another stakeholders’ attributes, that is either power, urgency or
legitimacy. This justifyies why Oil and Gas companies are managing their
stakeholders using CSR practices and strategies that touch both stakeholders
and non-stakeholders. The nature of the industry allows a non-stakeholder at
first place to gain stakeholder’ attribute and becomes a stakeholder. Generally,
the study revealed the effort of international oil and gas companies to strongly
manage and communicate with a wide range of stakeholders through their
websites compared to local companies. Moreover, both companies are managing
their stakeholders to create shareholder’s long term value, risk management,
engagement and dialogue that shape regulative framework and for sustainable
oil and gas operations. The study is recommending that the national oil and gas
local content should be constructed after understanding the nature, demand and
interest of stakeholders and their inter-relations for proper management of the
industry and to control resources curse. Moreover, the local and international oil and gas companies and local management should understand the nature and
demand of their stakeholders and set a clear stakeholder management strategies
that can result to attractive local content and firms’ longterm value. The future
research can broaden the findings by conducting the survey to get a conclusive
understanding of stakeholder management in Oil and Gas Industry in Emerging
Economies. |
|
| dc.publisher |
University of Dar es Salaam Business School |
|
| dc.subject |
Stakeholder, power, urgency, legitimacy, stakeholder salience, stakeholder identification, oil and gas companies. |
|
| dc.title |
INVESTIGATION OF STAKEHOLDER MANAGEMENT IN THE OIL AND GAS INDUSTRY IN TANZANIA |
|
| dc.type |
Journal Article |
|