Corporate Social Responsibility: Study of the Perception of Agricultural Managers in Cameroon

The objective of this article is to understand the perception of farm managers of CSR. To achieve this, we mobilized a qualitative research, more precisely an empirical survey of exploratory type based on case studies with 13 leaders of large, small and medium farms in Cameroon. The discourse of the actors allowed us to identify 4 types of leaders: 7 pragmatic leaders who have a good knowledge of CSR and implement it with full knowledge of the facts; 2 lay leaders who have no knowledge of CSR and therefore do not apply it; 3 of the respondents are altruistic and therefore have no knowledge of CSR but apply it without knowing it; Finally, we found in terms of discourse, 1 deviant leader who has a good knowledge of CSR, but does not apply it The social component of CSR is the most familiar to farm managers. We recommend that managers get in touch with competent experts in the field or with the ministry in charge, which will be of great help to them in mastering the techniques that can help them make good use of CSR for a better future of their farms. We encourage public authorities to set up incentives to encourage companies, especially small ones (more numerous), to adopt responsible behaviors. Training programs for managers wishing to learn about CSR would be welcome, especially in the vernacular language of community radio stations, to help managers who do not easily use French and English to grasp the concept