How should civil society (and the government) respond to 'corporate social responsibility'? A critique of business motivations and the potential for partnerships

In theory, corporate social responsibility (CSR) considers private companies as potentially important development agents, particularly in partnership with the government and civil society groups. Following on the first article by Hamann in this issue, which considered the business perspective, this article considers how civil society should respond to the CSR and partnership concepts, with reference to the South African context. Firstly, a critical view of CSR emphasises the need to consider underlying motivations for business to embrace and perpetuate the CSR concept. These may relate to accommodation - the implementation of cosmetic changes to business practice in order to preclude bigger changes - and legitimisation - the influence by business over popular and policy-related discourse in order to define what questions may be asked and what answers are feasible. The second part of the article describes important benefits of the CSR concept for civil society groups, in terms of increased power and rights and hence better negotiating positions. This, however, requires that non-governmental organisations and others proactively engage in shaping the CSR debates, by insisting, inter alia, that CSR be underpinned by corporate accountability. Finally, the article argues that partnerships with business can indeed be beneficial to civil society groups, but that a critical position needs to be maintained within this cooperative approach, namely 'critical cooperation'. Such partnerships will require the strategic use of power-, rights- and interest-based negotiation. Following a brief overview of some recent South African experiences in the mining and chemicals sectors, the article concludes by pointing out the important role of the government in facilitating fair and effective partnerships.