Complex conflict in the Democratic Republic of the Congo: Good governance a prerequisite of CSR (Corporate Social Responsibility) peacebuilding

Abstract

Since the 1950s, theories of Corporate Social Responsibility (CSR) have developed alongside the increasing power of globalised business. International stakeholders, from the United Nations to everyday consumers, have identifi ed business ethics as a way to mitigate the destructive commercial practices that exacerbate confl ict in the developing world. Ethical business initiatives have peacebuilding potential; however, the discussion should cede that poor governance constrains this private sector ability. Information communication technology (ICT) companies have perpetuated confl ict in the Democratic Republic of the Congo (DRC) and its surrounding areas by purchasing minerals that fi nance armed groups. Ultimately, predominant lobbies who claim that CSR policies and ethical boycotts will cut rebel funding and therefore bring an end to the turmoil in the Great Lakes region of Africa are overlooking the confl ict’s complex roots. The success of CSR peacebuilding in the DRC is predicated on good governance and cross-sector collaboration.

African Journal on Conflict Resolution, Volume 13, Number 1, 2013