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- The rise of violent extremism increased global attention on how and why individuals become involved, in order to develop effective programs that counter this phenomenon.
- “Push” and “pull” factors, along with political drivers and country context, are important elements to consider when analyzing violent extremism.
- Programming should focus on preventative measures aimed at preempting radicalization by mitigating specific drivers.
The United States leads the world in fines, jail terms, and other penalties for the payment of bribes overseas. An aggressive prosecutorial climate, fuelled by reporting requirements under Sarbanes-Oxley, has moved this issue to center stage for in-house counsel and compliance officers. Companies spend a fortune vetting their third party intermediaries and reviewing any gifts or meals provided to foreign government officials lest the latter be deemed an “inappropriate payment.” Yet, the United States is also one of the few countries that raises no objection to the payment of what it euphemistically calls a “facilitating payment” overseas. These are typically small payments to prompt a low-level government official to do what he or she is supposed to do anyway: stamp your passport, provide police protection, clear your goods through customs, or hook up your phone. The US anti-bribery law, the Foreign Corrupt Practices Act (FCPA) expressly carves out these payments as an exception to its otherwise onerous anti-bribery law.Read more...
In 1995, a group of economists in Prishtina established the Riinvest Institute for Development Research with the mission to promote the modern economic development of Kosovo based on a philosophy of entrepreneurship. Over time, Riinvest became the region’s recognized leader in economic research and policy advocacy. In the late 1990s, Riinvest conducted a comprehensive study of Kosovo’s political economy environment – “Economic Activities and Democratic Development of Kosova” – in cooperation with the Center for International Private Enterprise (CIPE). Later, working with think tanks the Balkan region, Riinvest identified constraints to doing business; it continues to make specific policy recommendations to spur growth and development.Read more...
Several years ago, the understanding of corporate social responsibility (CSR) among companies in Indonesia was poor and patchy. The situation was not much better among the public – there were many misperceptions about what companies ought to do and much confusion over what CSR really entails. Though the concept is not new in the global community, it has only recently emerged as a popular topic in Indonesia. While many companies operating in Indonesia find it exciting to include CSR in their business strategies, the term is often overused and poorly defined.
Some CEOs connect CSR with a connection, albeit vague or tenuous, between charitable contribution and business. Others say that most of their corporate donor programs have nothing at all to do with business strategy, although they admit the programs could generate positive publicity and boost employee morale.Read more...
CIPE: You recently launched a new initiative to try and expose bribery around the world – BRIBEline. What is it all about?
Alexandra Wrage: BRIBEline is a secure, multi-lingual, web-based mechanism through which companies and individuals can anonymously report bribe demands. The idea behind it is very simple – often, in countries around the world, companies and individuals become victims of extortion by public officials, but they cannot always get the information out and let the public know of such demands. So, we tried to create an information tool to try and expose extortion by launching BRIBEline.Read more...
In 1999, Kazakhstan was still in the beginning stages of its transition to a market-based economy. The transition had begun during perestroika in the late 1980s, when individuals were permitted to form their own businesses, called co-operatives. These entrepreneurial pioneers immediately attracted skilled workers from the state sector.
This paved the way for private sector development after 1991, though small- and medium-sized enterprises (SMEs) faced significant societal, institutional, and political barriers to growth. In its formative years, small-scale entrepreneurship in Kazakhstan was characterized by highly variable growth dynamics. In addition, a consistent national strategy in support of SMEs was not established, nor were sector and regional priorities identified.Read more...
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The views expressed by authors are their own and do not necessarily represent the views of the Center for International Private Enterprise (CIPE). CIPE grants permission to reprint, translate, and/or publish original articles from its
The views expressed by authors are their own and do not necessarily represent the views of the Center for International Private Enterprise (CIPE). CIPE grants permission to reprint, translate, and/or publish original articles from itsEconomic Reform Feature Service provided that (1) proper attribution is given to the original author and to CIPE and (2) CIPE is notified where the article is placed and a copy is provided to CIPE’s Washington office.
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CIPE welcomes articles submitted by readers. Most articles run between 3-7 pages (1000-3000 words), but all submissions relevant to CIPE's mission of building accountable, democratic institutions through market-oriented reform will be considered based on merit. Economic Reform Feature Service articles are primarily geared toward an international, non-academic community of businesspeople, economic reformers, and policy-makers. Specific policy recommendations and articles based on direct experience are encouraged. In addition to articles, we are willing to adapt suitable lectures, speeches, research notes, and academic papers.
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