Elephant Poaching

Gao (2014) noted that the main reasons that lead to poaching are elevated request for ivory, unemployment, poverty, population pressure, the inadequate advantages given to societies restricted by conservation activities, insufficient funds for conservation, corruption and lake of political will. According to Blanc, J., Thouless, C.R., Dublin, H.T., Douglas-Hamilton, I., Craig, G.C. & Barnes, R.F.W., (2003) different strategies can be employed to fight elephant poaching in Africa and Asia. For example, monitoring the demand for ivory in consumer countries like China by Imposing real controls in the demand would reduce the issue immediately. This can be attained by raising awareness about the abuses to which elephant are subject to by introducing

Land use planning can involve better zoning to avoid agriculture near key elephant habitats and migration routes, and changing location of fields to facilitate communal defense against problem elephants. Much can be achieved at the local level but the best way to achieve success in the long-term is to integrate human elephant conflict considerations in National Elephant Action Plans, such that all sectors involved in current or potential developments in wildlife areas should take human-elephant conflict and human-wildlife conflict into account during their planning and feasibility

Freeman (1984) in his book Strategic Management, states that the stakeholder approach provided the foundation for the stakeholder theory which was later used by other researcher. The basic proposition of the stakeholder approach is that the firm’s success is dependent upon the successful management of all the relationships that a firm has with its stakeholders. Jensen and Meckling (1976) argued that when viewed as such, the conventional view that the success of the firm is dependent solely upon maximizing shareholders’ wealth is not appropriate because the entity is perceived to be a nexus of explicit and implicit contracts between the firm and its various stakeholders. Clarkson (1995) in his study on corporate social performance concluded that it was unavoidable to distinguish between stakeholder and social issues that is, issue that concern more stakeholder groups. These issues may not necessarily be but quite possibly, be the same concern of the society. Social issues are those issues of sufficient concern to society and they are subject of legislation and regulation. Clarkson argued for the recognition of the distinction between stakeholder and social issues because establishments and their managers manage their relationships with their stakeholders and not with the