Corporations and counterinsurgency
Multinational corporations can be significant actors in zones of violent conflict. Corporate actions to shape their environment can sometimes mitigate conflict, but as the authors show in their case studies, corporate activities can help generate and sustain violence.
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Santa Monica, CA :
RAND
2009.
|
| Colección: | Occasional paper (Rand Corporation) ;
OP-259. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009427817006719 |
Tabla de Contenidos:
- Cover; Preface; Contents; Figures and Table; Acknowledgments; Abbreviations; CHAPTER ONE - Introduction; CHAPTER TWO - Doing Business in Zones of Conflict; "State-Building"; "Soft" Security Measures; Community Relations; The Bottom Line: Risk Reduction; CHAPTER THREE - Royal Dutch Shell in the Niger Delta; The Conflict Environment; Shell Nigeria's Conflict-Mitigation Strategy; Assessing Shell Nigeria's Response; CHAPTER FOUR - Firestone in Liberia; The Conflict Environment; Firestone's Strategy During the 1980s; Firestone's Approach in the 1990s; Firestone's Post-2000 Strategy
- Assessing Firestone's ResponseCHAPTER FIVE - Placer Dome in Papua New Guinea; The Conflict Environment; Placer Dome's Conflict-Mitigation Strategy; Social Strategies; Assessing Placer Dome's Response; CHAPTER SIX - Conclusion; APPENDIX - Responses in Conflict Zones; References
