Corporate Security Responsibility?: Corporate Governance by Nicole Deitelhoff, Klaus Dieter Wolf

By Nicole Deitelhoff, Klaus Dieter Wolf

This booklet specializes in the function of non-public companies in zones of clash. It appears to be like on the kind of governance contributions anticipated from transnational company companies in the direction of peace and safeguard and attracts conclusions as to what determines their contributions.

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Additional resources for Corporate Security Responsibility?: Corporate Governance Contributions to Peace and Security in Zones of Conflict.

Example text

In the post-conflict phase, the question of whether those in charge implement the existing governance framework for the provision of security and other governance fields becomes a major influence on corporate governance contributions. The high-risk, uncertain and politically unstable governance context of the eastern DRC appears to reduce the level of engagement in governance contributions by the corporate case analysed here, contradicting the general assumption that governance gaps foster corporate governance contributions.

These findings can be explained by combining several factors: The similarities concerning security governance contributions can be best explained by the regulatory environment in the home state and the sector’s ‘product’, the journey, which implies a certain image, pushing all three tour operators towards positive engagement. In contrast, the market ranking and segment as well as the corporate structure function as enabling or restricting conditions, explaining the variances in the design of the corporate governance contributions.

However, through its engagement in the issue 22 Corporate Security Responsibility areas of fair employment and community involvement the company provides indirect governance contributions to peace and security in the dimensions of political order and socio-economic issues. In order to reveal the causes influencing the corporate behaviour Haidvogl uses a two-stage comparison. The engagement of Bombardier Aerospace in Belfast is compared over time and contrasted with the behaviour of two other companies doing business in Northern Ireland.

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