Anthropology, Economics, Ethics, Law, Politics, Public administration, Public policy

This course is supported by Siemens as part of the Siemens Integrity Initiative. Integrity Action is the project partner of CEU, which is the Integrity Partner in the project.

  

 

Course date

6 July - 11 July, 2015
Application for this course is closed.
Course Director(s): 

Alan Barlow

Integrity Action, London, UK
Course Faculty: 

Fredrik Galtung

Integrity Action, Jerusalem, Israel

Ornit Shani

University of Haifa, Israel
This policy lab addresses the challenges and opportunities for SMEs and social enterprises in emerging markets. It develops new insights into business integrity in emerging markets and a framework for implementing integrity innovation as one of the biggest opportunities for market advantage, to gain strategies for collective action and engaging multiple stakeholders to strengthen the integrity performance of business, and to foster an organisational learning culture in your company to promote business integrity.
 
Emerging markets represent some of the most significant opportunities for business growth in the world today. The risks of investing in these markets are also considerable. Some corporations have decided that the risks are too high – and their competition too unscrupulous.  Some companies did much of their business in these markets a decade ago, but have now retreated and focus on doing business in markets with mature, predictable governance and regulatory standards. For other corporations pulling out of these markets is not an option. Today’s global companies must navigate a course between increasingly stringent compliance regulations on the one hand, and the realities of doing business in emerging markets, on the other hand speed to market may depend on the ability to draw on proven compliance strategies. The context in which a decision must be made affects both the ethics and the long-term business rationale of that decision.
 
Business executives operating in these markets face some of the following challenges:
 
  • My company was forced to withdraw from one particularly important emerging market because of persistent extortion demands. Is there an integrity strategy that can bring us back in?
  • My company has a compliance programme that we apply globally. Country managers however recognise that there are important differences across the emerging world. What is it about the cultural and institutional contexts in some emerging economies that make the usual values or integrity systems of my company fall short?
  • How can my company develop an organisational learning process that recognises and rewards business integrity innovation? We don’t just need heroes who said ‘no’. We need genuine innovators who can show us that it’s possible to do business differently.
  • We are feeling the heat from competitors from emerging markets that are completely unscrupulous.

Key Learning Objectives

  • Develop new insights into business integrity in emerging markets and why integrity innovation represents one of the biggest opportunities for market advantage.
  • Gain strategies for collective action and engaging multiple stakeholders to strengthen the integrity performance of your business.
  • Foster an organisational learning culture in your company to promote business integrity.
Who Should Take this Policy Lab?
This policy lab is principally aimed at senior management from SMEs and social enterprises in emerging markets, large companies interested in finding innovative ways of improving the business practices of their supply chain, academics who work with or educate the managers of these enterprises, and NGOs, donors and policy makers active in this sector.