ABSTRACT
The business case for peacebuilding, elucidated in Chapter 7, would be much easier to make were there an established body of empirical research making clear the success of business-based peacebuilding and the exact benefits companies could expect from participating. Unfortunately, this form of peacebuilding is too new for such studies and the complexity of violent conflict and the large number of different resolution efforts underway in any particular conflict may make such certainty difficult, if not impossible. Similarly, in order to develop a comprehensive map of the peacebuilding activities business can undertake or assist with we cannot rely only on what is known to have come before (Part I of this book). Along with that, it is important to consider the significant contributions that can arise from the literature of conflict resolution, peacebuilding, and peace studies. This chapter examines the literature to prepare for the discussion of the forms of business-based peacebuilding in Chapter 9.
