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. 

 

In the online form please look for the following sub-course name: "LMI-Doing Business with Integrity"

Course date

1 July - 6 July, 2013
19 April, 2013
The application process is closed; no more applications will be reviewed.
Course Director(s): 

Fredrik Galtung

Integrity Action, Jerusalem, Israel
Course Faculty: 

Alan Barlow

Integrity Action, London, UK

Ornit Shani

University of Haifa, Israel

Davide Torsello

Center for Integrity in Business and Government, CEU Business School, Budapest, Hungary

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 organizational learning culture in your company to promote business integrity. This course is 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.

 
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 to 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. Speed to market may depend on the ability to draw on proven compliance strategies. Companies seek to expand into key emerging markets, but gaining a competitive advantage where growth is rapid and cultural and legal standards differ can be a complex task. Noncompliance can result in steep penalties, damaged reputations, and condemnation by investors and stakeholders. While global norms are essential, companies cannot assume that they can fall back on familiar compliance procedures in untested markets. 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 fail? 
My company has an extensive supply chain that employs far more people than we do. How can we positively influence the integrity standards and practices in the supply chain? 
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. 
My company operates in an industry that has been under scrutiny in recent years for a series of scandals. We want to develop a collective action initiative that will work for us in key emerging markets. 
We are feeling the heat from competitors from emerging markets that are completely unscrupulous. These companies are not bound by international anti-corruption legislation. 
 
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 organizational learning culture in your company to promote business integrity.  
 
Convenor: Fredrik Galtung, Chief Executive Officer, Integrity Action