Conclusions

Abstract

In conclusion, I would like to return to the paradox that I discussed in the introduction: whereas theoretical research and political actors expect that corporations make governance contributions to peace and security, empirical research has focused on evidence of businesses contributing to violent conflict and fuelling wars (see Chapter 2). The selection bias of previous research offered a possible explanation for the paradox. Indeed, the empirical results of different industry case companies analysed in this book show a variety of engagements that contribute governance or provide socially responsible conduct, rather than doing harm (see Chapter 5). The discussion and operationalisation of differences between governance and CSR concepts provided a basis for categorising these corporate engagements, including how directly such engagements connect to peace and security (see Chapter 3 and section 4.1).