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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.

Most scholars would agree that the goal of business is to create value. Yet, can there be anything more valuable than peace? This article tackles the following research question: How can, or do, businesses advance peace? It explains why peace through commerce is a topic worthy of study and sets out an empirical approach to operationalize it. The implementation of that approach remains in the future, but in this article, I seek to examine the contours of a possible approach. The proposed study will demonstrate how some businesses have already begun to move toward advancing peace and will give direction for how businesses could follow suit in the future. With both a content analysis and a panel data analysis, there would be data to help determine an index for peace through commerce, which would contribute a great deal to the existing body of literature. The proposed study will help scholars and practitioners alike understand the relationship between business and peace better.

Given the growth and maturity of the field of business and peace, the authors of this article call for the creation of an index that would present a scorecard of company behaviors. The authors call this the PACO index, which is an acronym for Peaceful Attributes of Companies and is the word for peace in Esperanto. The authors provide a set of principles and drivers that would be necessary for the creation of such an index.

Rarely does a day seem to go by without another front page story about a firm being breached by cyber-attackers. Even experts in the field are far from immune from the unsustainable status quo. For example, Jim Lewis of the Center for Strategic and International Studies has said: "We have a faith-based approach [to cybersecurity], in that we pray every night nothing bad will happen." This is a difficult starting point to consider an appropriate end game. Still, it is something that firms must do since infinite investment cannot breed infinite security. This article takes lessons from the burgeoning field of cyber peace studies and applies them to private sector cyber risk mitigation strategies. With members of the C-Suite on down to mailroom clerks worrying about the next attack and looking over their shoulder after a breach occurs, who wouldn't welcome some peace of mind?

Who owns an individual's electronic communications data, who should have access to it, and what can be done with it? The battle of privacy versus security is currently raging between U.S. technology companies and national security forces. U.S. technology companies are adopting corporate foreign policies to respond to sovereign states' efforts to access customer data, which could change and possibly even destroy their business models. This article discusses the struggles faced by these companies and the policies influencing the possible outcome, as will be determined in the European Union within the next few years.

For most people, it is not easy to picture the buying and selling of cognitive capabilities that have traditionally been embedded in humans-things like judgment and decision-making. Yet, thanks to recent advances in machine learning, the author argues that precisely such a 'market for intelligence' is on the horizon. Given the potential of this market to transform the entire global economy, he argues, leaders and organizations must begin preparing for its emergence-now.

Technological innovation is on the brink of fuelling momentous change throughout the global economy, generating great benefits and challenges, in equal measure. So says the chairman of the World Economic Forum. He describes what he calls 'the fourth industrial revolution', which is based on three sets of megatrends: physical, digital and biological. To thrive in this environment, he argues, public-private research collaborations should increase, and should be structured towards building knowledge and human capital to the benefit of all.

Using Blockbuster as a prime example, the author describes the three paths to disruption for a modern business. He also explains three seminal theories of disruption: those of Schumpeter, Christensen and Henderson, and concludes that there are two key types of disruption: innovative and architectural. In the end, he shows that successful firms that are disrupted are not necessarily poorly managed: instead, they choose to continue on the path that brought them to success.

To be an innovative leader, you don't have to come up with all the ideas. You just have to set the stage for others to push boundaries, every day. So say the authors, who assessed more than 700 senior leaders using a multi-rater assessment called the Bates Executive Presence Index (ExPIâ„¢). They present their findings on the specific behaviors that leaders demonstrate to foster innovation, which include challenging other points of view in a constructive way and admitting they don't have all the answers. They conclude that, instead of shying away from differences, innovative leaders make it safe-and fun-to have a clash of perspectives.

Humans and businesses alike evolved in a world that was local and linear. But today we live in a world that is global and exponential. The problem, say the authors, is that our brains-and thus our perceptual capabilities-were not designed to process at this scale or speed. Using the example of Kodak's downfall, they show that our linear minds literally cannot grasp 'exponential progression'. They present a framework called 'the Six Ds of Exponentials', which is designed to help today's leaders navigate 'the age of exponentials'-and avoid being disrupted.

In this excerpt from the University of Toronto's Conference on Machine Learning and The Market for Intelligence, senior leaders from Uber, Bloomberg Beta, Stanford and AME Capital discuss how firms are embracing machine learning and artificial intelligence to either disrupt others or avoid being disrupted. They provide a cross-section of viewpoints on strategies to navigate what is becoming an increasingly disruptive economy.

The creative intensity of the global economy has grown substantially in recent years. However, 'Creative Class' workers are increasingly being propped up by a mass of hard-working routine workers, who are not participating in the economic upside. To prosper in the global economy, the authors argue that every region and industry must boost the creative content of all types of work, while continuing to encourage and support the growth of creative jobs.

Even in our global, technology-fueled economy, the authors argue that the quality of a firm's relationships-with customers, employees and suppliers-continues to be the single-best predictor of long-term success. The most deeply-networked organizations-like Wikipedia, eBay and Airbnb-soften the line between customers and employees to offer a wide range of relationship options, from 'strictly transactional' to 'enthusiastic participation'. This blurring of roles also influences the organization on the inside, improving employee retention by creating an environment where open communication and personal agency are encouraged.

Rapid progress in the field of artificial intelligence (AI) has pro¬voked intense debate about the implications of this trend for the modern workplace. Some see a driver of economic growth and boundless opportunities to improve living standards; while others see existential threats ranging from killer robots to widespread unemployment. The authors argue that employers face four choices when it comes to the automation of jobs: replace, automate, relieve or empower. They discuss the pros and cons of each, and the skills that will be most valuable in an increasingly automated work environment.

The CEO of Tangerine-formerly ING Direct Canada-describes his approach to leading and creating a disruptive business model in one of the most traditional industries: banking. In this wide-ranging interview, he explains how the culture he created embraces divergent views and encourages novel thinking. He also describes what happened when his firm was acquired by one of Canada's big banks (Scotiabank), and how the culture of disruptive innovation lives on at Tangerine.

Consumers of healthcare services throughout the world are imposing strong demands for efficiencies. At the same time, unconventional competition is arising from newly-converging technologies and services, creating a platform for transformative change in healthcare quality and access. The authors show how this disruption is challenging existing actors in the healthcare sector while at the same time, creating massive opportunities to create profitable businesses. More than ever, they argue, commercial players are at the centre of the opportunity to achieve a stronger balance of quality, cost and access to healthcare services.

The authors present research indicating that four key attributes are critical to a robust innovation strategy: an emphasis on speed; the use of technological platforms; well-run (and very often lean) R&D processes; and the systematic exploration of adjacent markets. They discuss how to accomplish each and present examples from the world's most innovative companies, including Zara, GE and W.L. Gore.

Attrition has always been expensive for companies, but in many industries the cost of losing good workers is rising. As a result, firms are intensifying efforts to predict which workers are at high risk of leaving so that managers can try to stop them. New research by CEB looks not just at why workers quit but also at when. Danger points include work anniversaries, big birthdays, and large social gatherings such as class reunions; these are natural occasions for people to measure their progress relative to their expectations and to others. Technology also provides hints about who might be eyeing the exit, and companies sometimes hire outside firms to monitor workers' social media activity for clues. When evidence suggests that an employee might be scouting around, companies shouldn't just wait for the inevitable and then make a counteroffer, the researchers say; a preemptive intervention, such as making the worker aware of attractive internal openings, is more likely to lead to long-term retention.

If you prepare for failure, failure may be more likely. New research suggests that formulating a plan B in the event that plan A does not work out has a negative effect on performance.

The author visited Afghanistan in 2003 as part of a U.S. delegation focused on improving the lives of women. Her idea was to start a business that would employ the women of that country to make a product she could sell in the United States. Some locally woven rugs caught her eye; she carried them back home and started looking for initial funding. She set up a 501(c)(3) nonprofit and began working to construct an entirely new and socially responsible supply chain. ARZU's goal was to create a sustainable business model linking well-paying jobs to behaviors that over time would shift the cultural norm. The company negotiated a "social contract" with male heads of household that set conditions for women in the home to become its weavers: All children (including girls) must attend government school full-time, and all adult women must be "released" from the family compound to attend ARZU's literacy classes or for transport to medical clinics when pregnant. Once the business model was in place, recruiting weavers required an intensive, house-to-house outreach. But as word spread that the company would pay the local rate as a salary (rather than piecework) and that women could earn a bonus for highest-quality work, families sought to join the program. Today ARZU has a waiting list. All the company's weavers are now literate (whereas 90% of Afghan women remain illiterate), and 20% are putting a child through university. Working and earning money has developed their dignity and self-esteem, and the men of their villages have come to view them as capable human beings.