• International accreditation provided by IACBE

  • High quality, intensive supervision and digital support

  • Blended learning principles as a standard

  • Focus on Business and Academical trajectories

International accreditation IACBE
High quality, intensive supervision and digital support
Blended learning principles as a standard
Focus on Business and Academical trajectories

Introduction to Integrity and Governance

The governance of organizations pertains to managing organizations and their members towards aligning productivity and responsibilities. It has two sides, the structure and the human element. Over the years the emphasis has come more and more on the human element.

The responsibilities of the organization are ultimately carried by the humans who make up the organization; especially the decision-makers. For that reason the topic of integrity has become important, and more so over the years. As governments and societies increasingly demand that organizations act from a sense of responsibility, the focus has to be more on the governance that makes that possible.

Research tracks within the Expert Center ‘Integrity and Governance’

Abovementioned experts have developed three research tracks based on the current state of affairs.

  1. The impact of corruption on foreign investment in Africa, and vice versa
  2. The impact of corruption on NGOs
  3. Applying stakeholder management to governance and government structures

More information on these research tracks are found below.

One of the most corruption-sensitive activities is foreign investment. Especially foreign investment into African economies is vulnerable. This has consequences in two ways: 1) the perceived level of corruption in a country discourages foreign investment, and 2) the processes of foreign investment entail certain corruption risks. In both cases corruption has consequences for the economy of a country or region, and also for society in general. Those consequences necessitate more detailed research, aimed at finding practical solutions.

The relevance of research in this direction is in:

  • contributing to protecting banks and other finance institutions
  • offering advice to entrepreneurs in need of foreign investment and their consultants
  • offering politicians and government officials the relevant insights for dealing with the problems involved and promoting the prosperity of their respective countries.

Suggested research goals

  1. establish the link between the level of corruption and the development of foreign investment
  2. develop ways to monitor the scale of corruption and its impact.

Suggested set of methodologies

A proficiency in quantitative research, including statistics, has to be present, given that the subjects that are studied are largely quantitative in nature.

Suggested literature with this track:

  • Ndikumana, L., & Verick, S. (2008). The linkages between FDI and domestic investment: Unravelling the developmental impact of foreign investment in Sub‐Saharan Africa. Development Policy Review26(6), 713-726.
  • Jaspersen, F. Z., Aylward, A. H., & Knox, A. D. (2000). Risk and private investment: Africa compared with other developing areas. In Investment and risk in Africa(pp. 71-95). Palgrave Macmillan, London.
  • Dupasquier, C., & Osakwe, P. N. (2006). Foreign direct investment in Africa: Performance, challenges, and responsibilities. Journal of Asian Economics17(2), 241-260.
  • Lambsdorff, J. G., & Cornelius, P. (2000). Corruption, foreign investment and growth. The Africa competitiveness report2001, 70-78.
  • Podobnik, B., Shao, J., Njavro, D., Ivanov, P. C., & Stanley, H. E. (2008). Influence of corruption on economic growth rate and foreign investment. The European Physical Journal B63(4), 547-550.
  • Kholdy, S., & Sohrabian, A. (2008). Foreign direct investment, financial markets, and political corruption. Journal of Economic Studies.

Target group with this track

This research track is interesting for the following target group:

  • Tax officials
  • Bankers
  • Financial consultants
  • Accountants

Additional relevant and interesting sources with this track

  • transparency.org

NGOs in developmental aid are unique organizations, different from how usually organizations are described in the management literature. They receive their finances in a unique way, attract specific employees and have sensitive goals, affecting the interests of many stakeholders. Developmental aid organizations have in recent decades increased the professionalism of the professionals they send to projects, but there is doubt whether these days those professionals are adequately equipped to recognize the risk of corruption and/or able to manage situations in which possibly corruption has come to light. What can be done to improve on this situation is a topic for research.

The relevance of research in this direction is in:

  • the need to stop the abuse of funding from NGOs
  • the care for relationships with NGOs
  • reducing the risk for NGOs
  • restoring the trust donors (from individuals to governments) have in NGOs

Suggested literature with this track:

  • Wyatt, M. (2004). A handbook of NGO Governance. European Center for Not-for-Profit Law, www. ecnl. org.
  • Reiser, D. B., & Kelly, C. R. (2010). Linking NGO accountability and the legitimacy of global governance. Brook. J. Int’l L., 36, 1011.
  • Trivunovic, M., Johnsøn, J., & Mathisen, H. (2011). Developing an NGO corruption risk management system: Considerations for donors. U4 Issue.
  • Smith, D. J. (2010). Corruption, NGOs, and development in Nigeria. Third world quarterly, 31(2), 243-258.
  • Trivunovic, M. (2011). Countering NGO corruption: Rethinking the conventional approaches. U4 Issue.

The notion of “stakeholder” is increasingly being used in governance policies, also when they apply to governmental organizations. In several countries the notion is used to improve the reliability of governance processes, fortifying the integrity of the professionals addressed by those processes and of the organizations they belong to. Testimony to this is the Netherlands Corporate Governance Code (2016), which uses stakeholder thinking to improve on the quality of governance. Improving the quality of governance, in both government organizations and business organizations, is an approach to reducing the risk of corruption; an approach that requires further research.

The relevance of research in this direction is in general focused on improving the quality of governance in organizations, including business organizations, family businesses and governmental organizations. The stakeholder approach has been shown to offer options towards such improvement.

Suggested literature with this track:

  • Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & De Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge University Press.
  • Buchholz, R. A., & Rosenthal, S. B. (2004). Stakeholder theory and public policy: How governments matter. Journal of Business Ethics, 51(2), 143-153.
  • Argandoña, A. (1998). The stakeholder theory and the common good. Journal of business ethics, 17(9-10), 1093-1102.
  • Lenssen, G., Bevan, D., Fontrodona, J., Spitzeck, H., & Hansen, E. G. (2010). Stakeholder governance: how stakeholders influence corporate decision making. Corporate Governance: The international journal of business in society.
  • Flak, L. S., & Rose, J. (2005). Stakeholder governance: Adapting stakeholder theory to e-government. Communications of the Association for Information Systems, 16(1), 31.
  • Greenfield, K. (2007). Defending Stakeholder Governance. Case W. Res. L. Rev., 58, 1043.

(The above are academic publications, while also other sources can be relevant, such as reports by the Worldbank)

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Faculty of the Expert Center ‘Integrity and Governance’

Prof. Joop Remmé
Professor and Supervisor
Strategy expert

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What are Expert Centers?

Expert Centers are like research departments at public institutes, they only differ marginally in the sense that they are not necessarily supported by PhD/DBA programs (although they are welcomed). The participants of Expert Centers are experts in their field and join forces to research selected topics and publish about it. The Expert Centers demonstrate their expertise in the development of non-degree trainings and thematized workshops. The experts within the Expert Centers can act as supervisor and coach to doctoral candidates, that linked their doctoral research to one of the research tracks designed by the Expert Center. The developed trainings and workshops eventually end up on SSMs e-learning platform for current and future students to use in their academic programs.

  • The relevance of the study is extremely high

  • Your supervisor(s) are hand-picked from the top of the field
  • The taught courses are pushing the boundaries of the topic itself

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The goal of Expert Centers

The objective of Expert Centers is to bring together a team of experts on a set of related topics. Through synergetic meetings, the experts co-develop, promote and gain access to international research supported by doctoral candidates in their areas of interest and expertise.

Our current Expert Centers

As of January 2021, SSM Research Center has two active expert centers: Innovation in Marketing and Transparency & Anti-Corruption. The first one is headed by Dr. Kosie De Villiers and Yoram Roemersma. The second is headed by Dr Joop Remmé. They have selected a team of professionals and designed a research agenda within their Expert Centers. More information on each Expert Center and their agenda, please visit the respective pages on our website.

Innovation in Marketing

Under Development

Innovation in Marketing

Under Development

Benefits of joining an Expert Center

Joining an Expert Center at SSM is possible in two roles: as a doctoral student or as an expert in the relevant field.

As a doctoral candidate, finding a good research topic you can devote the next few years to is hard. You want to have a strong connection with the subject, but you also want the outcomes to have meaning to the (academic) community. Then, after picking the topic, you want to be guided by experienced and seasoned supervisors. Besides following the ‘regular’ PhD or DBA route – where we train you to become an expert in research via coursework on Qualitative and Quantitative Methods – you want to receive relevant and professional courses that allows you to become a though leader in your community. By choosing a research track from one of our Expert Centers you can be rest assured that the relevance of the study is extremely high; your supervisor(s) are hand-picked from the top of the field, and the taught courses are pushing the boundaries of the topic itself. Some Expert Centers offer partial scholarships when you pick a subject from the list, so joining an expert center can be financially attractive as well.

As an expert in the relevant field, joining SSMs Expert Centers allows you to contribute to the existing body of knowledge, get in touch with the new generation doctors, professors, entrepreneurs and managers. It will allow you to share your experience with likeminded individuals through training, workshops and conferences. SSM promotes the Expert Center

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