Analytic Hierarchy Process-Based Framework for Corporate Social Responsibility Decision-Making in Peacebuilding Contexts

This paper proposes an integrated framework to evaluate Corporate Social Responsibility (CSR) initiatives in peacebuilding settings using the Analytic Hierarchy Process (AHP). The model is structured around six criteria: conflict sensitivity, economic resilience, social inclusion, governance, education for peace, and sustainability, each subdivided into measurable subcriteria. A key methodological innovation is the introduction of objective grouping, which ensures that each alternative project is assessed only against the subcriteria where it generates tangible impact. Unlike the traditional AHP approach, where alternatives are evaluated against all criteria, objective grouping prevents irrelevant comparisons, reduces the cognitive burden on experts, and increases consistency in judgments. The method distinguishes between direct contributions (full weight allocation) and indirect contributions (partial weight allocation), while excluding unrelated dimensions. This refinement yields more transparent and context-sensitive prioritization, particularly relevant for fragile territories where CSR interventions must be both socially legitimate and economically viable. The empirical application shows that objective grouping highlights structural levers, such as grievance redress, local supply chain integration, peace education, and project scalability, as decisive for long-term peacebuilding. The framework thus improves decision-making by combining analytical rigor and stakeholder legitimacy, enhancing both business legitimacy and long-term societal resilience.