Strategic Corporate Social Responsibility Communication For Reputation Management: Evidence From Ghana’s Oil And Gas Industry

Abstract

This study examined how Corporate Social Responsibility (CSR) is strategically communicated as a public relations tool for reputation management in Ghana’s oil and gas industry. The study was guided by Stakeholder Theory and Legitimacy Theory, which provided an analytical lens for understanding how corporate CSR communication practices shape stakeholder perceptions, trust, and organisational reputation. Using a qualitative approach and a multiple case study design, data were gathered through semi-structured interviews with sixteen participants, comprising four corporate representatives responsible for CSR/PR functions and twelve community stakeholders from beneficiary communities. The findings indicate that CSR strategies are largely driven by organisational priorities and reputational considerations, with stakeholder consultation often experienced by communities as largely informational rather than participatory. The study also found that organisations rely on both traditional channels such as community meetings and engagement through local leaders, and digital platforms such as social media to publicise CSR activities. However, gaps in communication timing, transparency, and follow-up weakened trust and contributed to scepticism, particularly where CSR initiatives were perceived as publicity- driven or inconsistently delivered. The study concludes that CSR contributes to reputational gains when communication is credible, timely, and aligned with community expectations, but reputational benefits are fragile when delivery and engagement processes are inconsistent. The study recommends strengthening participatory engagement, improving feedback mechanisms, enhancing communication clarity across stakeholder groups, and institutionalising monitoring and evaluation to improve CSR sustainability and reputational outcomes in the sector.