ABSTRACT
This chapter discusses the important limitation of corporate social responsibility (CSR) as it currently exists among major resource companies appears to be the emphasis on pledges over institutional change. The lack of engagement model limits the practicality of the Interdependent Engagement model; the prevalence of armed conflict associated with natural resources suggests a need for alternative frameworks. CSR enables the strong local participation appears desirable; however, there are practical challenges associated with structuring CSR regulation to accommodate the diverse stakeholders of resource development projects. The interdependent engagement framework encourages corporations to critically reflect on their business practices and the detrimental consequences they can have on local communities and environments. Corporate engagement with local ontologies requires corporations to establish local communities as active participants in the resource project. The achievement of mutual engagement necessitates the development of flexible business strategies that respond to social and environmental problems throughout the life of a resource project.
