Citation

Austin JL, Wennmann A. Confl. Secur. Dev. 2017; 17(6): 451-472.

Copyright

(Copyright © 2017, Kings College, Center for Defence Studies, Publisher Informa - Taylor and Francis Group)

DOI

10.1080/14678802.2017.1401840

PMID

unavailable

Abstract

Kenyan business was important in mitigating episodes of election violence in 2007-2008 and 2013. This article finds that this role was motivated by the ethical and moral commitments of key business leaders to further peace in times of violence; and by interests in preventing future economic loss. However, by adopting a lens that situates business roles in violence prevention and peace-building within Kenya's conflict systems and political economy, the article finds a paradox: this lens confirms the Kenyan 'success story' with respect to specific violent episodes; but it also reveals a much more limited role for business in transforming the underlying sources of conflict; especially when these are congruent with key business fundamentals connected to land ownership, property rights, export-oriented production or services, or a 'limited' access order. Overall, the article highlights that business should leverage its comparative advantages within broader multi-stakeholder coalitions, especially in terms of its ability to influence political leaders, entry-points for informal dialogue to diffuse crises and capital to support peace-building initiatives.

Language: en