139
have obligations to their external stakeholders who are also entitled to benefit from
the surpluses coming from corporate profit (Clarkson 1995; Gibson 2000; Tracey
et al. 2005). In part, this arises from the fact that companies are extracting resources
that can be conceived of as part of the local community. “Minerals, for example, are
envisaged as public goods owned by the state on behalf of the country’s citizenry,
and so the companies have a moral obligation to enhance the welfare of the citizens
whose resources they are extracting” (Franco 2014). In the Bolivian case, for example, natural resources are a public resource, and so, communities need to be compensated for resource extraction.
Recent shifts in governance processes in developing resource regions have led to
active engagement among stakeholders (Mate 2001; Porter et al. 2013; Hamann
et al. 2005). This approach is based on the assumption that stakeholders (including
corporations, governments, and civil society) equally participate in decision- making
processes and collaborate in the implementation of actions for the benefit of all
(Clarkson 1995; Gibson 2000; Tracey et al. 2005). While this latter understanding is
appealing from a theoretical standpoint, there are major challenges in practice, particularly in developing context like Bolivia. Scholars from schools of thought like
corporate social responsibility, development, and environmental management argue
that in reality, corporations engage with their stakeholders to pursue their own interests rather than in an effort to achieve sustainable initiatives for communities (Hilson
2006; Jenkins and Yakovleva 2006; Dartey-Baah et al. 2011). However, this is not
the case for small-scale miners coming from unprivileged backgrounds. They do
believe that collaboration is posited as a win-win relationship based on permanent
consensus. Field observations also showed that collaboration is possible if stakeholders communicate their aspirations effectively. It also showed that tension in the
Bolivian case occurs due to lack of clarity about priority areas for SSM. Hence, this
article traces a roadmap to identify capacity-building priority areas relevant for miners and stakeholders involved. The propose roadmap will hopefully overcome existing barriers in a multi-stakeholder scenario for sustainable SSM governance and
contribute to the achievement of SDG 9.
10.3 Methodology
10.3.1 Methods and Techniques
The research presented in this chapter is based on a qualitative methodological
approach for data collection and analysis. Data obtained from primary and secondary sources were analyzed through a qualitative research strategy; nevertheless secondary quantitative techniques have been used to assess and validate available data
where possible. This research dealt with diverse and multiple sets of data requiring
the application of the case study method. The case studies allow for detailed and
comprehensive information to be collected about a more focused issue, in this case
10 SDG 9 Industry, Innovation, and Infrastructure
have obligations to their external stakeholders who are also entitled to benefit from
the surpluses coming from corporate profit (Clarkson 1995; Gibson 2000; Tracey
et al. 2005). In part, this arises from the fact that companies are extracting resources
that can be conceived of as part of the local community. “Minerals, for example, are
envisaged as public goods owned by the state on behalf of the country’s citizenry,
and so the companies have a moral obligation to enhance the welfare of the citizens
whose resources they are extracting” (Franco 2014). In the Bolivian case, for example, natural resources are a public resource, and so, communities need to be compensated for resource extraction.
Recent shifts in governance processes in developing resource regions have led to
active engagement among stakeholders (Mate 2001; Porter et al. 2013; Hamann
et al. 2005). This approach is based on the assumption that stakeholders (including
corporations, governments, and civil society) equally participate in decision- making
processes and collaborate in the implementation of actions for the benefit of all
(Clarkson 1995; Gibson 2000; Tracey et al. 2005). While this latter understanding is
appealing from a theoretical standpoint, there are major challenges in practice, particularly in developing context like Bolivia. Scholars from schools of thought like
corporate social responsibility, development, and environmental management argue
that in reality, corporations engage with their stakeholders to pursue their own interests rather than in an effort to achieve sustainable initiatives for communities (Hilson
2006; Jenkins and Yakovleva 2006; Dartey-Baah et al. 2011). However, this is not
the case for small-scale miners coming from unprivileged backgrounds. They do
believe that collaboration is posited as a win-win relationship based on permanent
consensus. Field observations also showed that collaboration is possible if stakeholders communicate their aspirations effectively. It also showed that tension in the
Bolivian case occurs due to lack of clarity about priority areas for SSM. Hence, this
article traces a roadmap to identify capacity-building priority areas relevant for miners and stakeholders involved. The propose roadmap will hopefully overcome existing barriers in a multi-stakeholder scenario for sustainable SSM governance and
contribute to the achievement of SDG 9.
10.3 Methodology
10.3.1 Methods and Techniques
The research presented in this chapter is based on a qualitative methodological
approach for data collection and analysis. Data obtained from primary and secondary sources were analyzed through a qualitative research strategy; nevertheless secondary quantitative techniques have been used to assess and validate available data
where possible. This research dealt with diverse and multiple sets of data requiring
the application of the case study method. The case studies allow for detailed and
comprehensive information to be collected about a more focused issue, in this case
10 SDG 9 Industry, Innovation, and Infrastructure