This report focuses on how corporate cultures in mining companies influence how well those companies manage conflict with local communities. It reflects the second stage of a research project initiated by the Corporate Social Responsibility Initiative at Harvard Kennedy School and conducted in collaboration with the Centre for Social Responsibility in Mining at the Sustainable Minerals Institute of The University of Queensland in Australia. The project’s first phase engaged with experts in the extractive industries at the global level to identify aspects of corporate culture that appear critical to the effective management of conflict with communities. Phase Two of the research took those global level findings and tested them within the more focused context of the mining industry in Peru. Peru was selected since it is both a major center of mining and a country in which the lack of socioeconomic advancement for mine-affected communities has led to protest, destruction of property and suspended mine development. The research recognized that factors external to mining companies can have a significant influence on the success of conflict management efforts; however, it started from a working assumption that the culture within a company also plays a substantial role. The project sought to test this assumption by identifying some general lessons that might be of use to mining and other extractive companies. The findings are based on in-depth interviews conducted by the project team in 2011 with individuals from a range of internal functions and departments at five different mine sites in Peru.