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The recent efforts to better understand how businesses can contribute to peace in conflict zones suggest that partnerships can be an effective vehicle for corporate peacebuilding. However, empirical analyses of how partnerships contribute to peace remain limited. Drawing on the differences among cultural, structural, and direct violence, this article examines the extent to which the partnership between Shell and a group of NGOs contributes to peace in the Niger Delta region. Based on qualitative data, the article shows that the partnership contributes to conditions that might ameliorate cultural sources of violence, but not structural causes of direct violence. Hence, business–NGO partnerships are likely more suitable for conflict prevention rather than conflict resolution. The implication is that while partnership might be a useful corporate peacebuilding strategy, it is not necessarily a panacea. The article identifies areas of future research that can strengthen the emerging field of business and peace. [ABSTRACT FROM AUTHOR]

The global restructuring of state–society relationships driven by neoliberal logic has not only allowed for the taming of the ‘state’, which has paradoxically accentuated its inadequacies, but has also facilitated, for better or for worse, the emergence of business – especially transnational corporations – as a major political force in global governance. Consequently, while the issues of peace and conflict have traditionally been the concern of governments, businesses are now increasingly being expected to make peace and conflict their concern. However, despite claims and counterclaims that businesses can be moneymakers and peacemakers, analyses of the relationship between business and peace remain largely embryonic. This paper seeks to contribute to this emerging business and peace debate by drawing on insights from the Niger Delta conflict to ascertain what we know and what we need to know if businesses are to become peacemakers in conflict zones in Africa. [ABSTRACT FROM PUBLISHER]

A number of insightful efforts have explored the nature of business-NGO partnerships and their associated outcomes for sustainable development. While some of these works have helped to clarify the benefits of such partnerships, and the different strategies NGOs can adopt in their interaction with business, others have identified the conditions necessary for a successful partnership. However, the question of how the different strategies adopted by NGOs in their engagement with business interact has remained relatively unexamined. Drawing on an environmental business-NGO partnership for sustainable development in Nigeria, this paper confirms the existence of a creative tension between the different NGOs' strategies. This creative tension affects the nature of the environmental partnership and performs three main functions. These are an enabling function, a discipline function and a critical distance function. The article concludes by considering the theoretical and practical implications for business-NGO partnerships as a vehicle for sustainable development in developing countries. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment [ABSTRACT FROM AUTHOR]

In recent years, significant local and transnational concerted initiatives have been instituted to curb the incidence of corruption that has undermined socio‐economic development in Nigeria. Drawing on the critiques of such initiatives, and the experience from the process of implementing the Integrity Pact in the Niger Delta Development Commission, this article suggests that the Integrity Pact in principle offers real opportunities that can both reinforce and complement existing anti‐corruption initiatives in Nigeria's public sector. However, political instability, lack of continuity in civil service leadership and limited capacity are core challenges that confront the successful implementation and institutionalisation of the Integrity Pact as a means of fighting corruption and meeting sustainable development objectives in the Niger Delta. The article concludes by considering the implications of the findings for the fight against corruption in Nigeria. Copyright © 2010 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The adoption of corporate social responsibility (CSR) policies and corporate–community relation (CCR) strategies by oil companies has failed to reduce the incidence of violent conflict between the host communities and oil companies in the Niger Delta, Nigeria. This paper argues that the failure to seek, understand and integrate community perceptions into CSR policies and practices, the over-emphasis of affirmative duties to the detriment of negative injunction duties and the absence of an enabling environment due to government failure are responsible for the observed problem. The paper concludes that unless these gaps are addressed, CSR by the Nigerian oil industry is likely to continue to fail to achieve its full potential. However, CCR in the Nigerian oil industry will be significantly improved if, and when, the needs and aspirations of the major stakeholders are addressed through a tri-sector partnership approach to development and conflict resolution. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [ABSTRACT FROM AUTHOR]