経済学および管理科学の国際ジャーナル

The Marange diamond mines in Zimbabwe have been a source of conflict, abuse and abandonment of social responsibility since alluvial diamonds were discovered there in 2006. Much attention is given to the Kimberley Process which was set up to monitor conflict diamonds. But, the Kimberley process’ narrow definition of conflict diamonds, contingent upon international collaboration, has limited its ability to reduce abuses and corruption in the Marange Mines. The present paper draws a connection between the social psychological phenomenon of the bystander effect and the present state of management for the diamond supply chain in Marange and beyond. Social psychological interventions to address the problems are suggested. It is understood that the complexities of the diamond trade require more than one approach to addressing potential abuses. The role of diffusion of responsibility and culture are also proposed as subjects for further study in the overall field of corporate social responsibility.