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Supplement to 9B16M053.

While we know that business is key for stable peacebuilding, less is known about why business actually becomes involved in peace processes and peacebuilding. Based on a review of the academic literature and of case studies at the global level, this article addresses this question from three perspectives: First, business needs peace to solve specific problems related to their operations in unstable contexts. Second, some business leaders believe that social change is positive and in their self-interest and are willing to promote transformations (creed). Finally, business participation in peacebuilding may be motivated by the anticipation of renewed investment, profit, and growth (greed). The article argues that none of these perspectives alone can explain the bulk of business participation in peacebuilding efforts. Rather, depending on actor and context, each business strategy can be traced to multiple combinations of these motivations. The article suggests that simplistic generalizations hurt the development of desperately needed partnerships in mutual learning processes between business and other social actors. We need improved knowledge and understanding of the mechanisms of private sector decision making in transitional processes in order to stem unrealistic expectations or frustrations as to the capability and willingness of the private sector in supporting peace-related activity. This interdisciplinary approach should draw from management sciences, political science, and economics.

With the growing role of the private sector in global politics comes increasing challenges and opportunities, an example of which is conducting business in pre- and post-conflict environments. While the extant business literature discusses the work these actors can do to reduce tensions in conflict zones, the role of these actors is notably absent in studies of conflict resolution. In this article, I offer an overview of the findings on conflict resolution processes by scholars in the field of political science. I then draw from business scholarship and offer an overview of the positive contributions the private sector can and does make toward peace. I conclude by highlighting the problems of having disjointed approaches and offering a conceptual framework for how these distinct approaches can be combined to generate a more comprehensive understanding of conflict resolution.

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.

Between 2012 and 2015, Viom Networks Limited (Viom), India’s largest independent telecommunications tower company, transformed its business from a position of near financial ruin to one of sustainable profitability. Viom’s journey demonstrated how suitable initiatives, supported by relevant leadership, can bring about remarkable improvement in a company. When American Tower Corporation (the world’s largest independent tower company) acquired a 51 per cent stake in Viom, it brought unexpected change. Further, the dynamism of the telecom industry presented challenges and opportunities that could bring about significant changes for the company into fiscal year 2016/17 and onwards. In its upcoming phases, Viom wanted to focus on predicting the next technological breakthrough and enabling growth ahead of the industry curve. How would Viom deal with these challenges?

Student spreadsheet for case W16555.

Between 2012 and 2015, Viom Networks Limited (Viom), India's largest independent telecommunications tower company, transformed its business from a position of near financial ruin to one of sustainable profitability. Viom's journey demonstrated how suitable initiatives, supported by relevant leadership, can bring about remarkable improvement in a company. When American Tower Corporation (the world's largest independent tower company) acquired a 51 per cent stake in Viom, it brought unexpected change. Further, the dynamism of the telecom industry presented challenges and opportunities that could bring about significant changes for the company into fiscal year 2016/17 and onwards. In its upcoming phases, Viom wanted to focus on predicting the next technological breakthrough and enabling growth ahead of the industry curve. How would Viom deal with these challenges?

This case draws on the methodologies described in Inside the Box: A Proven System of Creativity for Breakthrough Results, by Drew Boyd and Jacob Goldenberg, to distill the key aspects of the subtraction template as a means to encourage new product innovation. The subtraction template, as defined in the case, is a process guided by the notion that "less is sometimes more" and that value can be created by eliminating aspects of a product and reimagining the result for a new audience or new use. The case outlines the steps to follow when applying the subtraction template in business settings and includes a student exercise for classroom use.

The Canadian brand manager of Zelboraf had to decide how to introduce and price Zelboraf in the Canadian market. Zelboraf was a breakthrough discovery in treatment for melanoma cancer patients. Hoffmann-La Roche (Roche) began developing Zelboraf in 2005. During the clinical trials, the drug yielded such positive results in targeting late-stage (metastatic) melanoma cancer that Roche ended clinical trials early in order to expedite FDA approval and market launch. A competitor was developing a drug-Dabrafenib-that targeted the same segment of patients with B-RAF genes. It was unclear if this specific market segment could support two similar products. It was also unclear whether Dabrafenib's Canadian market launch would affect the likelihood that Zelboraf got on the approved drug list to secure government reimbursement. The brand manager and her team also needed to determine the right price point for Zelboraf. Roche had to set a price that ensured profitability, but did not compromise Zelboraf's competitive position.

This case should be distributed only after "Vitalia Franchise" (HBS Case No. 311-035) is distributed and discussed.

In July 2016, while on his annual China tour to help promote the sportswear brand Li-Ning, basketball superstar Dwyane Wade and his long-time business manager Lisa Joseph-Metelus face a decision regarding one of his other business partnerships-that with the American company Stance, known for its colorful socks. Involved with the young company since 2013, Wade quickly established himself as Stance's most successful brand ambassador. But recently, several younger players had also come on board as endorsers, and Stance had entered into an overall sponsorship deal with the NBA. With his Stance deal coming up for renewal in October 2016, what kind of deal should Wade and Joseph-Metelus propose to Stance? And how would a newly structured partnership fit into Wade's overall business portfolio-including his plans for after his active basketball career?

On February 27, 2010, Chile was razed by a three-minute earthquake of 8.8 magnitude on the Richter scale. More than 500 people died and nearly 400,000 homes were destroyed. The overall cost was estimated at US$20 billion. Over 70 per cent of the people who had died in the earthquake were from the coastal town of Constitución. Celulosa Arauco y Constitución (Arauco), a Chilean-based forestry and timber company, was Constitución's largest employer. Arauco's pulp mill and major sawmill in Constitución was completely destroyed, and all but one of the 34 remaining manufacturing facilities were wiped out. The company's executives moved rapidly to respond to the crisis and create a plan to rebuild Constitución. By the end of April 2010, Arauco's pulp business in Chile was operating at 70 per cent capacity and in May, the company's pulp mill in Constitución reopened. However, the disaster had left an indelible imprint on Arauco's vision and values. The company had been thinking about pursuing further innovation. The company's values of efficiency and productivity had been tested with an environmental disaster in 2005, but innovation was still limited. Then in 2009, an opportunity provided Arauco with the ability to engage innovation on a larger scale. But the earthquake and rebuilding efforts now required the company's full attention. Should Arauco proceed with its innovation, and if so how would Arauco balance these two different objectives?

By September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While starting up had taken a little longer than originally estimated, material progress was now evident. By November 2015, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island liquor store outlets. However, numerous questions remained for DRD’s owner and his small, family-run business. Given capital and resource constraints, how could DRD grow into a competitive business? How should time be allocated between research and development, production, marketing, and administration? Would the start-up’s current product/market strategy allow it to achieve its goals? If not, which expansion route should DRD take?

The Conboy case can be used to examine the leadership and change strategies and behaviors critical in establishing one's credibility, crafting a vision for change, building agreement across stakeholders, generating urgency, and overcoming resistance. It also uniquely offers the ability to discuss the options available to a leader whose change effort may not be successful after expending significant social capital. While the case is situated in academia, many of the challenges Conboy faces as she becomes the new Provost of a small college in 2013 are salient across most industries. External challenges include a shrinking customer base, changing customer demands, increased demands for a higher ROI on tuition investment, intensified competition and unsustainable price wars. Internally, most employees were largely unaware of those external challenges, and were therefore frustrated by and suspicious of senior administrators' unilateral decisions to cut staffing and change the 'product'. The culture was marked by turf protection and silos. After initially conducting a 'listening tour', Conboy concludes that the general education curriculum, the courses all undergraduates are required to take, needs to be radically transformed. She is also convinced that the college could not afford to wait to build and then launch the change in a "normal" 2-3 year timeline. With plummeting admissions numbers, change had to start with the next entering class of students. The first hurdle in making that happen was to garner the formal approval of the faculty through a vote held December 2014.

In July 2016, Jennifer Brown, a graduate student at Southwest State School of Public Health, had been asked to staff an Ethics Advisory Group (EAG) meeting at Mountain Health Insurance Company, a large, regional nonprofit health insurance company where she was employed as a summer intern. The mission of Mountain Health was "to improve the health of the people we serve and the health of society." Jennifer had been working with the ethics program director, Robert Jones, to review and update the program's ethical guidelines to reflect emerging ethical challenges in the financing and delivery of health care. This meeting was the first time that Jennifer had been given the responsibility of identifying the ethical issues that EAG should consider and what values should be applied in determining how Mountain Health should address them.

Executives with scandal-tainted companies on their resumes pay a penalty on the job market, even if they clearly had nothing to do with the trouble. Because the scandal effect is lasting, a company you left long ago could have an impact on your current and future job mobility, not to mention your compensation. Overall, executives who suffer from the effect are paid nearly 4% less than their peers. You can't control this risk, the authors write, but you can and should plan for it. They offer three steps to help you survive a corporate scandal. (1) Be forthright. Transparency and full disclosure are key to overcoming the stigma. Executive recruiters, who do due diligence on candidates, can help you create a full, clear, and succinct narrative for hiring managers. (2) "Borrow" reputation and legitimacy from others in your network, establishing innocence by association. Executive search firms can also act as references and sponsors. (3) Take a "rehab job," one at which you so clearly excel that it creates a persuasive story to compete with the scandal narrative.

When star salesperson Elizabeth starts dating Brad, the CFO of her company, she has high hopes for the relationship. She doesn't report to him, so there's no conflict there, and he's a smart, interesting guy. But when he dumps her for another coworker and flaunts the new relationship, Elizabeth finds herself in what now feels like a hostile workplace. Her boss tells her to "get over it," but she's not sure she can. Commentators Karen Firestone, author of "Even the Odds: Sensible Risk-Taking in Business, Investing and Life," and Wendi S. Lazar, partner of the employment law firm Outten & Golden, weigh in on whether Elizabeth should stay in her lucrative job or call back the headhunters who've been pursuing her and move on.

The NASCAR champion discusses the importance of teamwork at the racetrack, how technology has affected his sport, and what will determine when he retires.

When star salesperson Elizabeth starts dating Brad, the CFO of her company, she has high hopes for the relationship. She doesn't report to him, so there's no conflict there, and he's a smart, interesting guy. But when he dumps her for another coworker and flaunts the new relationship, Elizabeth finds herself in what now feels like a hostile workplace. Her boss tells her to "get over it," but she's not sure she can. Commentators Karen Firestone, author of "Even the Odds: Sensible Risk-Taking in Business, Investing and Life," and Wendi S. Lazar, partner of the employment law firm Outten & Golden, weigh in on whether Elizabeth should stay in her lucrative job or call back the headhunters who've been pursuing her and move on.

When star salesperson Elizabeth starts dating Brad, the CFO of her company, she has high hopes for the relationship. She doesn't report to him, so there's no conflict there, and he's a smart, interesting guy. But when he dumps her for another coworker and flaunts the new relationship, Elizabeth finds herself in what now feels like a hostile workplace. Her boss tells her to "get over it," but she's not sure she can. Commentators Karen Firestone, author of "Even the Odds: Sensible Risk-Taking in Business, Investing and Life," and Wendi S. Lazar, partner of the employment law firm Outten & Golden, weigh in on whether Elizabeth should stay in her lucrative job or call back the headhunters who've been pursuing her and move on.