Working with Indigenous communities presents numerous opportunities and challenges for businesses as the potential for greater access to resources, both physical and intangible, is to be weighed against the barriers to efficiency that cultural differences create. With reference to the case study “Cameco corporation: Partnering with Aboriginal Communities,” appropriate processes and procedures that U92 Uranium Co. may adopt can be explored in terms of business strategy for involvement with such Indigenous communities.
Cameco Corporation is the world’s largest publicly traded uranium company (World Nuclear Association, 2015), and is based in Saskatoon, Canada. Its growth strategy was carefully founded on local and international joint ventures, focusing on sustainable development and the targeted inclusion of Saskatchewan’s Northern
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First Nations and Aboriginal People in its operations (Moroz et al, 2015). Over 25 years of building partnerships with these communities, Cameco has developed a solid competitive advantage, particularly in respect to competing for access to resources in parts of the world where many Indigenous peoples live. A recent unexpected approach from the Aboriginal Reindeer Lake Community presented fruitful opportunities for Cameco to further this pro-active strategy, however RLC differed with respect to Cameco’s other northern community partners in their traditional hunting and fishing economy, their lack of business capacity and experience, and in terms of infrastructure, presenting numerous significant challenges (Moroz et al, 2015). In the view of growing excitement following informal meetings with RLC, Cameco needed to establish a plan promptly to minimise false speculation and uncertainty for the community Based on this case, the significance of the following key considerations is highlighted, helping U92 to ensure effective business involvement with similar Indigenous stakeholders. Stakeholder Theory In order to maximise the effectiveness of business strategy, U92 must identify key stakeholders in order to best address their needs and expectations, allowing for the maximisation of productivity and hence profitability. The application of stakeholder theory, which argues that parties other than shareholders are involved in and affected by businesses, attempts to address the “principle of who or what really counts” in strategic planning (Freeman, 1984). Cameco’s targeted inclusion of First Nation peoples in its operations demonstrates this approach, their history of building partnerships with such communities not only serving to provide employment and education opportunities, but adding value to the company’s solid competitive advantage in the industry (Moroz et al, 2015). Intended both to explain and to guide the structure of the established corporation (Donaldson, 1995), recognition of this theory can help U92 to create shared-value with surrounding communities, creating value with respect to increased investor confidence, access to global resources, and financial stability of operations. Dimensions of Cultural Difference In recognising the role of external stakeholders, it is integral for U92 to acknowledge prominent differences in key values and ethics that will inevitably influence strategic operations. The tendency for Aboriginal and First Nation communities to adhere more to a collectivist model of society will influence the way in which they interact with U92. With a greater emphasis on group achievements, concern for others, and involvement in the lives of others (Hui, 1986), collectivist societies are motivated by norms, group obligations, and shared rewards, in contrast to typically individualist Western societies. Hence, in order for U92 to best enhance productivity and thus maximise revenues, it is important to develop long-term relationships based on trust, criticise individuals carefully, and be more sensitive to creating unnecessary hierarchies (Triandis, 1998). Likewise, recognition of varying cultural responses to power distance is integral to successful interaction with First Nation communities. In cultures with lower power distance, people tend to respond less favourably to low levels of voice than in those with high power distance (Brockner, 2001). Cameco’s informal group negotiations reflect consideration of the Indigenous community’s equal regard of power and open communication style, helping to enhance negotiations and thus fuel productivity. Moreover, as those from low power distance cultures experience greater job satisfaction when empowered (Eylon, 1999), U92’s recognition and support of this may result in their experience of lower barriers to business strategy creation and negotiation, ultimately lowering staff turnover. Ethical Decision Making Due to the strong ties that Indigenous cultures tend to have with nature, U92 must consider ethics, with decisions made with broader environmental impacts in mind.
Whilst many firms’ Corporate Responsibility efforts prove to be counterproductive, pitting business against society and pressuring companies to think of generic CSR responses, addressing social issues by creating shared value for both society and the firm can ultimately increase profitability and operational sustainability (Kramer, 2006). In the case of Cameco, the corporation’s 5 pillar strategy demonstrates a strategic ethics policy (Moroz et al, 2015), its focus on creating shared-value enhancing the overall effectiveness of business operations in terms of increased worker productivity through improved working and living environments, and increased revenue due to more efficient operations. As measures of stakeholder power, strategic posture, and economic performance are significantly linked to levels of corporate social disclosure (Roberts, 1992), it is evident that adopting wholesome ethical processes in business practices can aid U92 in the achievement of business
goals. Through reflection on the case of Cameco Corporation, it is evident that U92’s business strategy may be enhanced through consideration of key stakeholders, dimensions of cultural difference, and ethical decision making when interacting with Aboriginal and First Nation communities.
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