Pub Date : 2024-08-05DOI: 10.1016/j.bushor.2024.07.009
Jay Joseph , François Maon , Marco Berti
Business-and-peace research has explored the avenues by which organizations can engage in peacebuilding activity, yet little is known about the types of organizations that create peace or about how these differ compared to those that either ignore peace or enhance conflict. Peacebuilding organizations require distinct operating logics and capabilities that promote concord among social groups, and they can take the form of hybrid organizations—those that pursue profit in a commercial logic while also addressing social objectives. But not all hybrid organizations with social objectives, such as poverty reduction or equality, are able to promote peace. In this article, we identify the organizational capacity to fuse intergroup sensitivity into operations as a crucial factor that distinguishes hybrid organizations capable of peacebuilding from other organizational forms. The discussion provides guidance for practitioners on fostering such organizations, while warning against the assumptions found in business-and-peace literature that describes how ethical conduct and unguided social agendas can promote peace.
{"title":"Organizing for peace: The organizational behaviors of business amid conflict","authors":"Jay Joseph , François Maon , Marco Berti","doi":"10.1016/j.bushor.2024.07.009","DOIUrl":"10.1016/j.bushor.2024.07.009","url":null,"abstract":"<div><div>Business-and-peace research has explored the avenues by which organizations can engage in peacebuilding activity, yet little is known about the types of organizations that create peace or about how these differ compared to those that either ignore peace or enhance conflict. Peacebuilding organizations require distinct operating logics and capabilities that promote concord among social groups, and they can take the form of hybrid organizations—those that pursue profit in a commercial logic while also addressing social objectives. But not all hybrid organizations with social objectives, such as poverty reduction or equality, are able to promote peace. In this article, we identify the organizational capacity to fuse intergroup sensitivity into operations as a crucial factor that distinguishes hybrid organizations capable of peacebuilding from other organizational forms. The discussion provides guidance for practitioners on fostering such organizations, while warning against the assumptions found in business-and-peace literature that describes how ethical conduct and unguided social agendas can promote peace.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 699-710"},"PeriodicalIF":5.8,"publicationDate":"2024-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-05DOI: 10.1016/j.bushor.2024.07.008
Maria Teresa Uribe-Jaramillo , Pablo Zapata-Tamayo
This article presents an empirical study that delves into the complex dynamics of business–society relationships in fragile postconflict contexts. It addresses a crucial question: How does the interpretation of peace shape business and peace agendas? Our qualitative case study of Colombia, involving 41 stakeholder interviews and document analysis, focuses on the department of Antioquia. This region is undergoing a transformative process through the Development Programs with a Territorial Approach, known as PDET. These instruments aim to stabilize and transform conflict-affected regions, thereby contributing to peacebuilding in the country. Our findings reveal three distinct types of business and peace agendas, each rooted in different interpretations of peace: those that are direct, indirect, or independent from the government peace agendas. We propose an approach for tracing peace polysemy and establishing a minimal convergence between peace agendas, offering practical implications for decision-makers. We contribute to business and peace studies and identify promising avenues for future research.
本文介绍了一项实证研究，深入探讨了冲突后脆弱环境中企业与社会关系的复杂动态。文章探讨了一个关键问题：对和平的解释如何影响企业促进和平的议程？我们对哥伦比亚进行了定性案例研究，涉及 41 个利益相关者访谈和文件分析，重点关注安蒂奥基亚省。该地区正在通过被称为 "PDET "的 "领土方法发展计划"（Development Programs with a Territorial Approach）进行转型。这些工具旨在稳定和改造受冲突影响的地区，从而促进该国的和平建设。我们的研究结果揭示了三种不同类型的企业促进和平议程，每种议程都植根于对和平的不同解释：直接、间接或独立于政府和平议程的议程。我们提出了一种追踪和平多义性和建立和平议程之间最低趋同性的方法，为决策者提供了实际意义。我们为商业与和平研究做出了贡献，并为未来的研究指明了大有可为的途径。
{"title":"Peace polysemy in business and peace agendas","authors":"Maria Teresa Uribe-Jaramillo , Pablo Zapata-Tamayo","doi":"10.1016/j.bushor.2024.07.008","DOIUrl":"10.1016/j.bushor.2024.07.008","url":null,"abstract":"<div><div>This article presents an empirical study that delves into the complex dynamics of business–society relationships in fragile postconflict contexts. It addresses a crucial question: How does the interpretation of peace shape business and peace agendas? Our qualitative case study of Colombia, involving 41 stakeholder interviews and document analysis, focuses on the department of Antioquia. This region is undergoing a transformative process through the Development Programs with a Territorial Approach, known as PDET. These instruments aim to stabilize and transform conflict-affected regions, thereby contributing to peacebuilding in the country. Our findings reveal three distinct types of business and peace agendas, each rooted in different interpretations of peace: those that are direct, indirect, or independent from the government peace agendas. We propose an approach for tracing peace polysemy and establishing a minimal convergence between peace agendas, offering practical implications for decision-makers. We contribute to business and peace studies and identify promising avenues for future research.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 671-683"},"PeriodicalIF":5.8,"publicationDate":"2024-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-03DOI: 10.1016/j.bushor.2024.08.002
Sarah Cechvala
Global fragility and conflict have challenged business to identify solutions to some of the world’s most “wicked problems.” Yet corporate practitioners struggle to analyze the relationship between the firm and society in conflict-affected and fragile spaces. Systems analysis, emergent in peacebuilding, offers a compelling approach for management practitioners and scholars to better understand the role of business in complex social environments. This participatory, qualitative approach applies collaborative inquiry and causal-loop diagraming to analyze the complex dynamics that create the operational conditions and trace the impact of the firm on those conditions. This article outlines the application of this approach and argues that it fills a gap in the current tools used to understand the private sector’s role and agency in contributing positively to society. What emerges is a pathway to enhance theoretical development and practical understanding of the risks and impacts of corporate operations in the most challenging of contexts.
{"title":"Systems thinking for management practitioners and scholars: Strengthening the tools to analyze “wicked problems”","authors":"Sarah Cechvala","doi":"10.1016/j.bushor.2024.08.002","DOIUrl":"10.1016/j.bushor.2024.08.002","url":null,"abstract":"<div><div>Global fragility and conflict have challenged business to identify solutions to some of the world’s most “wicked problems.” Yet corporate practitioners struggle to analyze the relationship between the firm and society in conflict-affected and fragile spaces. Systems analysis, emergent in peacebuilding, offers a compelling approach for management practitioners and scholars to better understand the role of business in complex social environments. This participatory, qualitative approach applies collaborative inquiry and causal-loop diagraming to analyze the complex dynamics that create the operational conditions and trace the impact of the firm on those conditions. This article outlines the application of this approach and argues that it fills a gap in the current tools used to understand the private sector’s role and agency in contributing positively to society. What emerges is a pathway to enhance theoretical development and practical understanding of the risks and impacts of corporate operations in the most challenging of contexts.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 783-795"},"PeriodicalIF":5.8,"publicationDate":"2024-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-03DOI: 10.1016/j.bushor.2024.08.004
Ganga S. Dhanesh
In an age of increasing stakeholder activism, seen in movements like Fridays for Future, MeToo, and Black Lives Matter as well as demands from socially conscious consumers, companies are expanding their roles beyond corporate social responsibility (CSR) and publicly addressing contentious social and political issues via corporate social advocacy (CSA). However, as stakeholders become more divided along ideological and sociopolitical lines, CSA can often lead to backlash from polarized audiences, damaging the company’s reputation, relationships, and legitimacy. This raises the question of whether it is prudent for companies to engage in CSA in polarized times. Can companies endure potential repercussions like consumer boycotts, disaffected employees, and irate politicians and investors? This article critiques the limitations of current approaches to communicating corporate societal responsibilities and explores Stoicism—an ancient Hellenistic philosophy—as an alternative lens to answer these difficult questions. As a denomination of applied philosophy and practical ethics, Stoicism offers not only a philosophical rationale for CSA but also actionable principles to deal with agitated and divergent voices in polarized times. This article discusses four selected Stoic thoughts and provides practical advice for managers on whether and how to effectively engage in CSA amid polarized times. Recommendations include aligning CSA efforts with corporate identity, prioritizing factors within the organization’s control, remaining flexible and adaptable when encountering obstacles, and adopting reflective practice.
在利益相关者行动主义日益高涨的时代，比如“未来星期五”（Fridays for Future）、“我也是”（MeToo）和“黑人的命也是命”（Black Lives Matter）等运动，以及具有社会意识的消费者的要求，企业正在扩大自己的角色，超越企业社会责任（CSR），并通过企业社会倡导（CSA）公开解决有争议的社会和政治问题。然而，随着利益相关者在意识形态和社会政治方面的分歧越来越大，CSA往往会导致两极分化的受众的强烈反对，从而损害公司的声誉、关系和合法性。这就提出了一个问题：在两极分化的时代，企业参与CSA是否明智？企业能承受消费者抵制、员工不满、政客和投资者愤怒等潜在后果吗？本文批评了当前沟通企业社会责任的方法的局限性，并探讨了斯多葛主义——一种古希腊哲学——作为回答这些难题的另一种视角。斯多葛主义作为应用哲学和实践伦理学的一个分支，不仅为人文社会主义提供了哲学基础，也为在两极分化的时代应对激动和分歧的声音提供了可操作的原则。本文讨论了四种斯多葛学派的思想，并为管理者在两极分化的时代是否以及如何有效地参与CSA提供了实用的建议。建议包括将CSA工作与企业标识结合起来，优先考虑组织控制范围内的因素，在遇到障碍时保持灵活性和适应性，以及采用反思实践。
{"title":"Communicating corporate social advocacy (CSA) in polarized times: A Stoic turn from dancing to wrestling","authors":"Ganga S. Dhanesh","doi":"10.1016/j.bushor.2024.08.004","DOIUrl":"10.1016/j.bushor.2024.08.004","url":null,"abstract":"<div><div><span><span><span>In an age of increasing stakeholder activism, seen in movements like Fridays for Future, MeToo, and </span>Black Lives Matter as well as demands from socially conscious consumers, companies are expanding their roles beyond </span>corporate social responsibility (CSR) and publicly addressing contentious social and political issues via corporate social advocacy (CSA). However, as stakeholders become more divided along ideological and sociopolitical lines, CSA can often lead to backlash from polarized audiences, damaging the company’s reputation, relationships, and legitimacy. This raises the question of whether it is prudent for companies to engage in CSA in polarized times. Can companies endure potential repercussions like </span>consumer boycotts, disaffected employees, and irate politicians and investors? This article critiques the limitations of current approaches to communicating corporate societal responsibilities and explores Stoicism—an ancient Hellenistic philosophy—as an alternative lens to answer these difficult questions. As a denomination of applied philosophy and practical ethics, Stoicism offers not only a philosophical rationale for CSA but also actionable principles to deal with agitated and divergent voices in polarized times. This article discusses four selected Stoic thoughts and provides practical advice for managers on whether and how to effectively engage in CSA amid polarized times. Recommendations include aligning CSA efforts with corporate identity, prioritizing factors within the organization’s control, remaining flexible and adaptable when encountering obstacles, and adopting reflective practice.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 613-625"},"PeriodicalIF":7.0,"publicationDate":"2024-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890235","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1016/j.bushor.2024.07.007
Juana García , Angelika Rettberg , Federico Dupont
After the signing of a peace agreement in Colombia 7 years ago, expectations of a peace dividend for the private sector ran high. To what extent has this dividend materialized, and what have been the experiences of companies in different regions and cities of the economy? To evaluate the impact of the peace agreement on key indicators, we conducted a subnational analysis in post-agreement Colombia. We examined nine cities and created a model to determine the relationship between the conflict—represented by the Victimization Risk Index released by the Colombian national victim’s unit—and a business dynamic variable. We found that the cities presenting a higher VRI tend to have lower business dynamic scores. We paired the findings from our business dynamics model with the results of a survey conducted in 2018 by the Bogotá Chamber of Commerce (CCB). This comparison confirms that the majority of the regions most affected by the conflict had the largest peace dividend both in terms of perception and in reality. Peace will not lift all boats across the country evenly. Policymakers can leverage these insights to ground their expectations and devise more effective policies and interventions capable of navigating the challenges of peacemaking and the opportunities peace can offer the private sector.
{"title":"Unpacking the peace dividend: A subnational analysis of the relationship between business, peace, and economic growth in nine Colombian cities","authors":"Juana García , Angelika Rettberg , Federico Dupont","doi":"10.1016/j.bushor.2024.07.007","DOIUrl":"10.1016/j.bushor.2024.07.007","url":null,"abstract":"<div><div>After the signing of a peace agreement in Colombia 7 years ago, expectations of a peace dividend for the private sector ran high. To what extent has this dividend materialized, and what have been the experiences of companies in different regions and cities of the economy? To evaluate the impact of the peace agreement on key indicators, we conducted a subnational analysis in post-agreement Colombia. We examined nine cities and created a model to determine the relationship between the conflict—represented by the Victimization Risk Index released by the Colombian national victim’s unit—and a business dynamic variable. We found that the cities presenting a higher VRI tend to have lower business dynamic scores. We paired the findings from our business dynamics model with the results of a survey conducted in 2018 by the Bogotá Chamber of Commerce (CCB). This comparison confirms that the majority of the regions most affected by the conflict had the largest peace dividend both in terms of perception and in reality. Peace will not lift all boats across the country evenly. Policymakers can leverage these insights to ground their expectations and devise more effective policies and interventions capable of navigating the challenges of peacemaking and the opportunities peace can offer the private sector.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 755-768"},"PeriodicalIF":5.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1016/j.bushor.2024.08.001
Ben Miller , Angelika Rettberg
Medellín, a bustling city of 2.5 million, is marked by convivial relations between formal and informal economic activity, and between legal and criminal actors. This article examines what this context means for small- and medium-sized enterprises (SMEs) and how they respond to it. In Medellín and elsewhere, SMEs are more numerous than large firms but operate at a smaller scale. They are organizationally more informal, less mobile (i.e., more dependent on specific contexts), more accountable to customers and legal authorities, and less prominent in public debate. Their need to act collectively to counter violence may be greater than that of larger companies, yet they may also find it more challenging to organize collective action. As a result, they face possibilities that are different from those of large companies in the context of violence. The article suggests that most SMEs in Medellín have adapted to, or navigate, the multiple, intersecting layers of legality and illegality, of formality and informality, and of actual or threatened violence. Only very few respond by deliberately seeking to change the external environment. Based on a review of official documents, academic literature, and our own observations during several field trips and 39 interviews, we develop a three-part typology of SME responses to violent actors: acquiescence, avoidance, and mitigation. The implications of our findings will be relevant to managers interested in understanding business conditions in the presence of organized criminal activity and the ways in which SMEs have adapted their own practices to those conditions. The findings suggest that some SME strategies are more effective than others in supporting the survival and growth of SMEs in violent contexts. But while cooperation with illegal actors for the purpose of safeguarding economic activities may be conducive to keeping the peace and ensuring enterprise viability in the short run, it also poses challenges to outcomes that would be more beneficial to communities in the long run: empowerment, institutional strengthening, and inclusive economic development.
{"title":"“Todos pagan” (Everybody pays): SMEs and urban violence in Medellín, Colombia","authors":"Ben Miller , Angelika Rettberg","doi":"10.1016/j.bushor.2024.08.001","DOIUrl":"10.1016/j.bushor.2024.08.001","url":null,"abstract":"<div><div>Medellín, a bustling city of 2.5 million, is marked by convivial relations between formal and informal economic activity, and between legal and criminal actors. This article examines what this context means for small- and medium-sized enterprises (SMEs) and how they respond to it. In Medellín and elsewhere, SMEs are more numerous than large firms but operate at a smaller scale. They are organizationally more informal, less mobile (i.e., more dependent on specific contexts), more accountable to customers and legal authorities, and less prominent in public debate. Their need to act collectively to counter violence may be greater than that of larger companies, yet they may also find it more challenging to organize collective action. As a result, they face possibilities that are different from those of large companies in the context of violence. The article suggests that most SMEs in Medellín have adapted to, or navigate, the multiple, intersecting layers of legality and illegality, of formality and informality, and of actual or threatened violence. Only very few respond by deliberately seeking to change the external environment. Based on a review of official documents, academic literature, and our own observations during several field trips and 39 interviews, we develop a three-part typology of SME responses to violent actors: acquiescence, avoidance, and mitigation. The implications of our findings will be relevant to managers interested in understanding business conditions in the presence of organized criminal activity and the ways in which SMEs have adapted their own practices to those conditions. The findings suggest that some SME strategies are more effective than others in supporting the survival and growth of SMEs in violent contexts. But while cooperation with illegal actors for the purpose of safeguarding economic activities may be conducive to keeping the peace and ensuring enterprise viability in the short run, it also poses challenges to outcomes that would be more beneficial to communities in the long run: empowerment, institutional strengthening, and inclusive economic development.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 743-754"},"PeriodicalIF":5.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1016/j.bushor.2024.08.003
Chiara Valentini , Juha Munnukka , Hui Zhao
In the last decade, businesses have played an increasingly significant role in promoting stability, democracy, and human rights, particularly concerning the United Nations Sustainable Development Goals, which emphasize peace, justice, and strong institutions. Consequently, there has been a greater focus on corporate social responsibility and corporate citizenship. Research has explored business motivations and actions in conflict mitigation. Nevertheless, less attention has been given to the impact of conflict engagement actions on stakeholders’ perceptions and behavioral intentions. This study aims to fill this gap by testing the effects of types of corporate conflict engagement actions (CCEAs) on stakeholders’ satisfaction with business choices and overall corporate goodwill. This study employs an experimental design in which respondents are exposed to CCEAs in scenarios related to the Russia–Ukraine conflict. The findings of this study are particularly relevant to business firms and their quest for whether to engage in regions undergoing conflict. The results illuminate the key factors of CCEAs that shape stakeholder satisfaction and corporate goodwill perceptions in today’s complex geopolitical landscape.
{"title":"Stakeholder satisfaction with corporate conflict engagement actions: Exploring the effects of goodwill, trust, and value alignment","authors":"Chiara Valentini , Juha Munnukka , Hui Zhao","doi":"10.1016/j.bushor.2024.08.003","DOIUrl":"10.1016/j.bushor.2024.08.003","url":null,"abstract":"<div><div>In the last decade, businesses have played an increasingly significant role in promoting stability, democracy, and human rights, particularly concerning the United Nations Sustainable Development Goals, which emphasize peace, justice, and strong institutions. Consequently, there has been a greater focus on corporate social responsibility and corporate citizenship. Research has explored business motivations and actions in conflict mitigation. Nevertheless, less attention has been given to the impact of conflict engagement actions on stakeholders’ perceptions and behavioral intentions. This study aims to fill this gap by testing the effects of types of corporate conflict engagement actions (CCEAs) on stakeholders’ satisfaction with business choices and overall corporate goodwill. This study employs an experimental design in which respondents are exposed to CCEAs in scenarios related to the Russia–Ukraine conflict. The findings of this study are particularly relevant to business firms and their quest for whether to engage in regions undergoing conflict. The results illuminate the key factors of CCEAs that shape stakeholder satisfaction and corporate goodwill perceptions in today’s complex geopolitical landscape.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 797-813"},"PeriodicalIF":5.8,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141934264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-30DOI: 10.1016/j.bushor.2024.07.006
Gerard Beenen, Chethan Srikant
{"title":"Reflections on purposeful entrepreneurship with Mike Evans, Founder of GrubHub","authors":"Gerard Beenen, Chethan Srikant","doi":"10.1016/j.bushor.2024.07.006","DOIUrl":"10.1016/j.bushor.2024.07.006","url":null,"abstract":"","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"68 5","pages":"Pages 551-558"},"PeriodicalIF":7.0,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144890229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-25DOI: 10.1016/j.bushor.2024.07.004
Knar Khachatryan
Armed conflicts are exogenous shocks that engender multifaceted turbulence. This article explores the corporate behavior of companies operating in the active conflict of Artsakh and their strategic responses to the devastating war of 2020 by using multiple case studies. Building on the Business for Peace literature, this article contextualizes the mission and governance mechanisms of companies and their interlinkages with the company activities perceived as peace-enhancing. The research findings support existing evidence indicating that (semi)hybrid business forms are appropriate in unconventional contexts. The article unfolds the mechanisms that enable companies to work through conflict and identify key moderating factors that significantly affect their development perspectives. This study is the first to illuminate how companies from several sectors in a conflict-affected zone in the South Caucasus pursue different combinations of social and economic goals, maintain and develop relationships with stakeholders, and interact progressively with markets and institutions.
{"title":"Entrepreneurship amid armed conflicts: Insights from Artsakh","authors":"Knar Khachatryan","doi":"10.1016/j.bushor.2024.07.004","DOIUrl":"10.1016/j.bushor.2024.07.004","url":null,"abstract":"<div><div>Armed conflicts are exogenous shocks that engender multifaceted turbulence. This article explores the corporate behavior of companies operating in the active conflict of Artsakh and their strategic responses to the devastating war of 2020 by using multiple case studies. Building on the Business for Peace literature, this article contextualizes the mission and governance mechanisms of companies and their interlinkages with the company activities perceived as peace-enhancing. The research findings support existing evidence indicating that (semi)hybrid business forms are appropriate in unconventional contexts. The article unfolds the mechanisms that enable companies to work through conflict and identify key moderating factors that significantly affect their development perspectives. This study is the first to illuminate how companies from several sectors in a conflict-affected zone in the South Caucasus pursue different combinations of social and economic goals, maintain and develop relationships with stakeholders, and interact progressively with markets and institutions.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 6","pages":"Pages 727-741"},"PeriodicalIF":5.8,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141851302","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-25DOI: 10.1016/j.bushor.2024.07.003
Richard Marcantonio
Environmental violence (EV) is the complex of direct and indirect impacts of human-produced pollution on human health and wellbeing. Today, EV is the single largest cause of human mortality and morbidity, resulting in around 8 to 9 million deaths annually and about 275 million years of poor health every year. By comparison, about 89,000 people die from warfare and terrorism each year combined—more than 100 times fewer. EV also drives mass human migration, which displaces about 24 million people annually and is cited as a growing contributory—or even causal—factor for violent conflict. To realize the promise of business for peace, the implications of EV and the systemic suffering it produces must be addressed. This article examines the role of business in producing and mitigating EV and the possibility of reversing it via regenerative practices. It then maps and measures the primary links between business and EV and outlines paths to environmental peacebuilding. Although business is shown to be a chief contributor to EV, this article ultimately argues that it is also one of the most potent tools for countering it and equitably restoring affected communities and ecosystems.
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