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Despite growing interest in business for peace, there is little insight into how the organizations involved combine societal aims with economic ones in their business models. Literature has exemplified 'hybrid organizations' that seek to pursue both for-profit and non-profit activities and are specifically set up with this mission, usually in stable Western countries. However, already existing, traditional organizations that aim for mixed forms of economic and social value creation have been underexposed, and that applies even more for organizational forms that address peace in difficult settings. To help fill these gaps, this article sheds light on different degrees of hybridity of a range of organizations operating in a (post-)conflict region. It shows how 53 organizations in between the non-profit/for-profit extremes pursue different combinations of social and economic goals, maintain and develop relationships with stakeholders, and interact progressively with markets and institutions. We also present a hybridization continuum and classification scheme that is applicable beyond our specific context. While different degrees of hybridity in objectives, perspectives, and relationships exist, key dimensions are frequent interactions with stakeholders, awareness of development and reconciliation issues, and personal commitment. We identify hybridity aspects relevant to management and discuss implications for business scholars and practitioners.

Confronted with public concerns about health and obesity, food companies are taking several initiatives. However, it is unclear to what extent they should communicate these policies. This article explores reactions in the blogosphere to health-related announcements by large food companies. Results show that taste-related announcements generate not only more reactions, but also more positive buzz than knowledge-related announcements. Valence is influenced by issue association per company type: those with highest obesity associations generate more negative blog posts. In case of low issue association, there are only limited blogosphere reactions. This analysis has important implications for managing interaction with social media.

Regulatory uncertainty has been inherent in climate change policy due to the absence of a successor to the Kyoto Protocol. Many companies have called for more certainty and a stable policy framework. However, besides having clear disadvantages, regulatory uncertainty may also benefit some companies if they recognize the opportunities of flux and move early. This article explores business opportunities that have emerged for different types of companies, including utilities, banks, project development & carbon offset companies, brokers, exchanges, consultants, auditors, and legal services providers with respect to clean development projects and the related carbon market.

Companies face much uncertainty about the competitive effects of the recently adopted Kyoto Protocol on global climate change and the current and future regulations that may emerge from it. Companies have considerable discretion to explore different market strategies to address global warming and reduce greenhouse gas emissions. Examines these strategic options by reviewing the market-oriented actions that 136 large companies that are part of the Global 500 are currently taking. Companies use six different market strategies to address climate change, consisting of different combinations of the market components available to managers. Managers can choose between a greater emphasis on improvements in their business activities through innovation or employing compensatory approaches such as emissions trading. They can either act by themselves or work with other companies, NGOs, or (local) governments.

A good environmental-reporting process can make a firm more environmentally responsible and more competitive--in the marketplace and in the war for talent.