Business-Conflict Linkages: Revisiting MNCs, CSR, and Conflict

Jamali, Dima; Mirshak, Ramez

doi:10.1007/s10551-009-0232-8

Cited by 103 publications

(94 citation statements)

References 41 publications

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“…The company information was used to explore companies' approaches to conflict (building on Jamali and Mirshak, 2010;Oetzel et al, 2007;Wolf et al, 2007). Furthermore, company information served, together with the data obtained from NGOs as just described, to analyse whether and in what type of partnership activities companies were involved (building on Austin, 2000;Muthuri et al, 2009).…”

Section: Sample and Methodologymentioning

confidence: 99%

“…Such a perspective extends recent attention to the role of business in conflict resolution to pay specific attention to their collaborative activities in this regard (cf. Jamali and Mirshak, 2010;Kolk and Lenfant, 2009;Oetzel et al, 2007). In this paper, we will examine business-NGO collaboration in such a conflict setting, exploring partnership activities in the Democratic Republic of Congo (DRC) for a sample of 59 international companies active in this country.…”

Section: Partnership Activities In the Democratic Republic Of Congo Imentioning

confidence: 99%

“…Bais and Huijser, 2005;Bennett, 2002;Gerson, 2001;Haufler, 2004;Jamali and Mirshak, 2010;Kolk and Lenfant, 2009;Nelson, 2000;Oetzel et al, 2007). MNCs can take individual actions or supplement those undertaken by others (Bennett, 2002;Oetzel et al, 2007).…”

Section: Business Conflict and Collaborationmentioning

confidence: 99%

“…This adds another dimension to the role of business in conflict countries, which has received increasing attention in recent years (e.g. Jamali and Mirshak, 2010;Kolk and Lenfant, 2009;Oetzel et al, 2007), as it helps to extend and involve a broader set of actors, that may together leverage more 'resources' for peace. While just one of the many steps needed, it may be a valuable contribution.…”

Section: ================mentioning

confidence: 99%

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Business–NGO Collaboration in a Conflict Setting

Kolk

Lenfant

2012

Business & Society

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While business-NGO partnerships have received much attention in recent years, insights have been obtained from research in 'stable' contexts, not from conflict-ridden countries where such collaboration may be even more crucial in building trust and capacity and in addressing governance problems given the absence of a reliable state. This paper aims to shed light on business-NGOs collaboration in a conflict setting, exploring partnership activities in the Democratic Republic of Congo. Most partnerships found are philanthropic, and deal with 'traditional' issues such as health and education in a donor-recipient mode with limited community involvement. There are only a few real transformative partnerships, which address aspects directly related to the conflict from a wider community focus; these involve extractive companies most exposed via mineral development/production. We also found so-called 'engagement' collaboration which can be divided into activities including the transfer of funds (and characterised by service delivery), and those without funds, focusing on knowledge exchange that furthers companies' awareness of conflict-sensitive issues into their operations. Peculiarities of the different types of partnerships are discussed as well as implications for research and practice.

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Section: Sample and Methodologymentioning

confidence: 99%

Section: Partnership Activities In the Democratic Republic Of Congo Imentioning

confidence: 99%

Section: Business Conflict and Collaborationmentioning

confidence: 99%

Section: ================mentioning

confidence: 99%

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Business–NGO Collaboration in a Conflict Setting

Kolk

Lenfant

2012

Business & Society

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“…One specific piece of evidence for this can be found in Jamali and Some of the MNCs participated in relief efforts or waived fees or collections during the conflict, and all emphasized that by continuing to pay salary and support operations incountry they supported economic activity and reduced the social impact of the conflict, but none took active steps to support peace or engage in any political activity. Quotes from interviewees suggest that this was primarily due to a belief that there was not an appropriate pathway for legitimate participation in these issues, that business was a neutral entity: in the words of one business leader "we are here, but we don't have the jurisdiction to interfere with politics or military conflict situations; we are a separate entity" (Jamali and Mirshak 2010). This analysis of barriers to participation underscores on important difference between RtoP and other conflicts where business engagement has been attempted.…”

Section: Barriers To Participationmentioning

confidence: 99%

Business Participation in the Responsibility to Protect

Seyle¹

2013

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Multinationals, CSR and Partnerships in Central African Conflict Countries

Kolk

Lenfant

2012

Corp Soc Responsibility Env

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Attention has increased for the potential role of Multinational Enterprises (MNEs) in helping address conflict issues and/or furthering peace and reconciliation as part of their corporate social responsibility policies. However, while existing literature emphasises the importance for MNEs to collaborate with various stakeholders, including non-governmental organisations (NGOs), research on the scope, peculiarities and impact of such cooperation has been limited, particularly in those countries in Central Africa with a fragile state and weak governance structures. Furthermore, until recently, MNEs and NGOs in conflict countries had antagonistic relationships, which has created impediments for positive engagement. This article examines MNEs and conflict issues, including interactions with NGOs, and sheds light on possible MNE contributions to peaceful societies by highlighting a few innovative partnerships of MNEs and non-business partners in Central Africa. Innovative partnerships take the conflict context into account, have a learning or capacity-building component, are part of a more comprehensive development plan yet are embedded at the community level, and tackle issues directly related to the conflict, such as governance, human rights, artisanal mining and transparency. The article also discusses implications of such activities for the role of the state in fragile contexts.

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Business-Conflict Linkages: Revisiting MNCs, CSR, and Conflict

Abstract: corporate social responsibility, business-conflict linkages, multinational corporations, developing countries, Lebanon,

Cited by 103 publications

References 41 publications

Business–NGO Collaboration in a Conflict Setting

Business–NGO Collaboration in a Conflict Setting

Business Participation in the Responsibility to Protect

Multinationals, CSR and Partnerships in Central African Conflict Countries

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