Business and Peace: The Impact of Firm–Stakeholder Relational Strategies on Conflict Risk

Ganson, Brian; He, Tony L.; Henisz, Witold J.

doi:10.5465/amr.2019.0411

Cited by 31 publications

(23 citation statements)

References 88 publications

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“…As developed more fully in Ganson et al (2021), firms' interactions with their stakeholders can impact societal‐level outcomes, including conflict risk between identity groups. Particularly in the presence of horizontal inequalities, the choices that a manager makes about the structure of their relations with their stakeholders impact the broader network of relationships among identity groups to which stakeholders are primarily affiliated.…”

Section: Implications For Corporate Strategy In Divided Societiesmentioning

confidence: 99%

“…Within identity groups, the differential allocation of resources between groups shapes the relative attractiveness of conflict or collaboration as members consider their impact on group access to, and control over, the economic, political, or social assets necessary to survive or thrive. Between identity groups, perceptions of relative deprivation or exclusion affect conflict risk by fostering (or diminishing) communication, trust, norms, understandings, and consensus‐building that enable (or inhibit) intergroup settlements (Ganson, He, & Henisz, 2021).…”

Section: Introductionmentioning

confidence: 99%

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“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges

Ganson

Henisz

2022

Global Strategy Journal

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Research Summary Divisions into an “us” and a “them” across racial, ethnic, economic, geographic, and other demographic divides impede society's capacity to address grand challenges. Firms have an impact on such divisions—whether positively or negatively, intentionally or not—through the dual mechanisms of rents and relationships. Firms may contribute to horizontal inequalities that underlie intergroup conflict through the distribution of the benefits, costs, and risks of firm activities. Through their relational strategies, firms also shape the willingness and ability of different groups to work together for positive change. Firm behaviors emerging from their daily operations can thus change society's capacity to address its grand challenges, necessitating corporate activism that encompasses market and nonmarket strategies, as well as a broader understanding of the strategy‐setting process itself. Managerial Summary This paper examines how firms inevitably shape conflict and cooperation in society through their impact on relationships between groups across racial, ethnic, economic, geographic, and other demographic boundaries. Managers distribute the gains and losses of business activities in ways that differently impact identity groups attentive to their relative inequalities. Strategies regarding how stakeholder relationships are built or broken can also change the ability of groups to build consensus on issues of broad social concern. We explain how these managerial decisions can thus affect the capacity of broader society to address collective challenges. We further explore how managers can design and implement inclusive market and nonmarket strategies that strengthen the cooperative potential of different groups to advance important social goals.

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Section: Implications For Corporate Strategy In Divided Societiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges

Ganson

Henisz

2022

Global Strategy Journal

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“…Assumptions concerning social contributions and peace have played an important role in entrepreneurial theory, resulting in CSR-centric views of business and peace (Kolk & Lenfant, 2016; Mahmoud et al, 2017; Rettberg et al, 2011; Vernon, 2016). This work has advanced the conversation about how economic activity fosters peace, but it continues to attract criticism (Ganson et al, 2022; Miller et al, 2019) as it falls short in explaining recent cases that demonstrate the private sector’s potential role in sustaining conflict.…”

Section: Entrepreneurship and Peacebuildingmentioning

confidence: 99%

“…The first is between value-creating versus value-destroying activities: the former resulting in benefits such as poverty reduction and social contributions (Kolade, 2018; Strong, 2009), the latter resulting in destructive outcomes (Andreas, 2009; Korf, 2005)—whereby both elements can coexist in a single organizational entity (Andreas, 2009). The second tension is between operating inclusively versus exclusively, with inclusive business practices bridging social groups and thus resulting in peace (Chandra, 2017; Tobias et al, 2013), and exclusive practices entrenching social division (Ganson et al, 2022; Joseph & Van Buren, 2020). Both tensions underpin entrepreneurs’ role in fostering peace or conflict; by identifying these tensions, they can then be understood and managed to achieve varying organizational and peace-related outcomes (Smith & Lewis, 2011).…”

Section: Examining the Paradox And Underlying Tensionsmentioning

confidence: 99%

“…Peacebuilding through entrepreneurship takes place through inclusive interactions that develop a shared social identity (Yenkey, 2015), which can include inclusive hiring, purchasing, selling, and social contributions among groups (Chandra, 2017;Fajardo et al, 2019;Friedman & Desivilya, 2010;Tobias et al, 2013). Such inclusive intergroup interactions are viewed as essential to peacebuilding, although this view can be contrasted with prior work assuming that economic and social contributions alone are peacebuilding (Ganson et al, 2022). However, research in this domain is consonant with the potential mechanisms by which entrepreneurs can also generate social value; for example, by prioritizing social exchange, fostering mutually beneficial relationships, and engaging in progressive interactions with stakeholders (Kolk & Lenfant, 2016).…”

Section: Tension 1: Inclusive and Exclusive Orientationsmentioning

confidence: 99%

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Entrepreneurship, Conflict, and Peace: The Role of Inclusion and Value Creation

Joseph

Buren

2021

Business & Society

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Conflict zone entrepreneurs—local entrepreneurs running small businesses in conflict settings—have paradoxical impacts on stability: holding the ability both to foster peace but also to enhance conflict. Prior scholarly work has been unable to explain this divergence, as existing entrepreneurial indicators do not account for fundamental peacebuilding elements. In response, the article consolidates divergent fields of study, applies paradox theory to analyze underlying tensions in the field, and reframes entrepreneurship through a peacebuilding lens based on intergroup inclusivity and value-creating business practices. Using several cases, this article shows how entrepreneurial activity in conflict zones can foster sustainable peace, limited peace, or conflict, arguing that entrepreneurship based on value-creating and inclusive practices can result in pro-peace outcomes. The article offers policy recommendations for local governments and the humanitarian sector seeking to use entrepreneurship in conflict zones to promote peace.

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External affairs and trusted family businesses: A research agenda

Griffin

Youm

2023

Journal of Public Affairs

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In the past two decades, the Journal of Public Affairs has solidified corporate public affairs as a legitimate leadership skillset vital to driving future business growth. Yet, more work at a persistently overlooked gap in the Journal, the intersection of public affairs and family businesses, might shed new light on thriving, trusted, and sustainable business practices. This paper examines the unique contributions of family businesses as trusted influencers. As one of the most prominent forms of business, worldwide, family businesses persistently enjoy unusually high levels of public trust while collectively employing millions of wage earners yet their contributions to corporate external affairs research ostensibly have been largely overlooked. These “silent” community and social influencers offer a potentially new perspective on effective public outreach given their persistent and unique trust advantage. Family business' trust‐based capabilities can potentially bring new insights to understanding effective stakeholder engagement, credible communications, and issues management—the sweet spot of corporate public affairs functions. Future research opportunities based on relational‐ and locational‐ advantages of trusted family businesses are identified.

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Business and Peace: The Impact of Firm–Stakeholder Relational Strategies on Conflict Risk

Cited by 31 publications

References 88 publications

“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges

“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges

Entrepreneurship, Conflict, and Peace: The Role of Inclusion and Value Creation

External affairs and trusted family businesses: A research agenda

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