Covid-19 and Corporate Social Responsibility: A Case of Vivo Energy Ghana

Abstract

This study examined the corporate social responsibility of Vivo Energy Ghana during the Covid-19 pandemic in Ghana. The study was particularly interested to find out the focus of the organization’s corporate social responsibility and how it undertook CSR with its internal and external stakeholders during the pandemic. The study was guided by the Stakeholders Theory (1984) Systems Theory (1968) and the Triple Bottom Line Concept (1994). It adopted a case study design within a qualitative research approach, with data sourced from semi-structured interviews and documents. The interview was purposively gathered from selected key Vivo Energy Ghana staff of the Communication, Legal and Customer Service departments. The document analyzed were also CSR related. The analysis discovered that even though the pandemic presented difficult times it also opened partnerships and collaborations between Vivo Energy and other government agencies. These collaborations were nouvelle. The analysis also found that Vivo demonstrated ethical responsibility as some internal activities of the were halted due to the pandemic. In addition, the analysis indicated that Vivo Energy was a successful organization based on Freeman’s (1944) assertions. Based on these findings, the study recommended that that Vivo Energy maintains its relationship with its new partners and create opportunities for future alliances.