ABSTRACT
This chapter discusses the Multinational Corporation (MNC) to embrace Corporate Social Responsibility (CSR) over the past three decades, CSR has been heavily popularized and a number of ideas have been tabled as explanations for why businesses would adopt ethical practices. The business case for CSR would not regain much traction until the 1980s, a time when stricter environmental regulations were being implemented across Western Europe and North America for the first time. It has become near-impossible to craft a convincing business case for CSR in certain settings, none more so than oil-rich sub-Saharan Africa. The case of Ghana offers valuable insight into how CSR is conceptualized and subsequently operationalized in oil-rich sub-Saharan Africa. The examination identifies the design and implementation of typically basic and fairly standard characteristics, which target issues such as health and education with very little consideration for much else.
