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Like nongovernmental organizations and private military companies, large multinational corporations (MNCs) can play significant roles in zones of violent conflict. Any comprehensive conflict analysis needs to understand these roles, especially as they relate to counterinsurgency. Using a set of three case studies, the authors explore MNC operations in Liberia, Papua New Guinea, and the Niger Delta region of Nigeria. The case studies highlight the activities of the MNCs that were intended to shape their violent environment and protect their infrastructure and personnel. Policymakers may be tempted to leverage corporate activities. However, corporate actions, no matter how well intentioned, can have less-than-benign consequences. Moreover, any potential “subcontracting” to MNCs would raise questions about accountability, legitimacy, and state responsibilities.
Table of Contents
Chapter One
Introduction
Chapter Two
Doing Business in Zones of Conflict
Chapter Three
Royal Dutch Shell in the niger Delta
Chapter Four
Firestone in Liberia
Chapter Five
Placer Dome in Papua new Guinea
Chapter Six
Conclusion
Appendix
Responses in Conflict Zones
Research conducted by
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