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Another differentiation can be made among peacekeeping, peacemaking, and peacebuilding. The first two will inevitably be associated with companies doing business in conflict zones. Companies may address root causes of conflict, negotiate at the bargaining table to settle disputes, and provide political and economic support for governmental resolution of disputes. But peacebuilding can have a wide application: any company, anywhere, can do it (Fort, 2015).These distinctions form the backdrop for the articles in this special issue. The contributors have attempted to build a bridge between academics, NGOs, governments, and business through a variety of perspectives that share a pragmatic sensibility. This goal falls directly within the purposes of Business Horizons. It also resonates with a central aim of the Center for International Business Education and Research (CIBER) at the Kelley School of Business, which has provided foundational organization and support for this project as well as a follow-on conference featuring the contributors.There is some theorizing in this special issue, but also a good deal of practical reality. Indeed, the first three articles offer practical realities of business’ contributions to peace. The first, written by CocaCola’s Hamish Banks, explains his company’s work in this area. It would be hard to find a more ubiquitous, global brand than Coke, or one that has been so for so long. Given that longevity, Banks offers specific examples of Coke’s efforts to bring people together. Certainly, much of this can be explained as good marketing, but the fact that it is good marketing is–—in and of itself–—an important point. Notions of peace and good marketing can go hand-in-hand. Given that its brand is liquid, sustainability issues also arise, as Banks explains.