Collaborative relationships between business and non-governmental organisations (NGOs), is offering innovative business practices, as a new and emerging concept. The potential of this phenomenon to offer market-orientated solutions to the social and developmental challenges confronting us globally is imminent. The significance of this concept for businesses in post-conflict settings in Africa is particularly relevant for Africa as the next growth market. Critically examining this evolving concept, this study looks at the perceptions and nature of collaborative relationships between business and NGOs in post-conflict settings, the contributory and inhibiting factors, as well as its characteristics towards closing the gap in knowledge.Twenty leaders of businesses and NGOs in Burundi, Sierra Leone and Liberia, involved in collaborative relationships, were interviewed. The concept was scrutinized in a qualitative study, using in-depth interviewing with qualitative and quantitative data collection methods. The methodology allowed innovative practices of collaborative relationships in post-conflict countries to be reflected on.The findings related to the embryonic and evolving nature of collaborative relationships between businesses and NGOs in post-conflict countries reflect a model of innovative cases for enhancing business processes. The model of Business Process Enhancement (BPE) is conceptualised from the results of this study. Concomitantly, the study presents new insights into the strategic potential of collaborative relationships and offers both business and NGOs in post-conflict countries a framework of the benefits, and the contributory and inhibiting factors. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted