Recent headlines in Namibia – from the Ohorongo-Cheetah Cement merger decision, teachers’ salaries failing to keep pace with the cost of living, and major employers not meeting employment equity requirements to the illegitimate use of athletes at the recent Public Enterprises Games – all point to a deeper question: To what extent can we consider Namibian business systems and operations ethical?
More importantly, ethics intentionally embedded in our daily commercial practices, or treated as an afterthought?
As a scholar and practitioner of business management, I see ethics not as a peripheral issue but as central to how we design and manage operations.
Businesses, whether in Namibia or elsewhere, are complex systems because they are run by human beings – beings capable of honesty and care, but also of self-interest and neglect. This duality makes it essential for society to be deliberate about ethics in commerce.
Research increasingly shows that while profit may be the immediate goal of many enterprises, ethical behaviour is the most sustainable long-term business strategy. Yet the right course of action is not always clear to managers and leaders.
My purpose here is not to dissect specific headlines, but rather to offer a guiding lens through which they can be interpreted – a lens rooted in the disciplines of business ethics, systems thinking, and operations management.
ETHICS IN COMMERCE
Ethics can be understood as both the principles guiding conduct and the study of morality itself.
In business, ethics encompass foundational values, organisational norms and legal frameworks that shape behaviour.
Literature tells us that ethical issues arise at three levels:
- Individual ethics: Personal actions and moral responsibility of employees and leaders
- Corporate ethics: Organisational policies, practices, and culture
- Systemic ethics: Broader economic, legal, and political structures that influence commerce.
While laws provide boundaries, they cannot regulate everything.
Hence, ethical reflection must extend beyond compliance to include the impact of business decisions on society.
Different theories offer perspectives on ethical decision-making.
For example, ethical relativism suggests morality depends on cultural acceptance, though critics argue this ignores harmful consequences.
The integrative social contract theory distinguishes between hypernorms, which are universal principles like justice and human rights, and microsocial norms, which are defined as community-specific standards valid only when they do not violate hypernorms.
This framework reminds managers and leaders alike that while respecting local practices is important, universal ethical principles must always take precedence.
Leading scholars in ethics emphasise that principles such as justice, rights, and utilitarianism serve as essential tools for evaluating decisions, particularly in complex or ambiguous situations.
They help us ask: Was the decision just? Did it respect people’s rights? Did it maximise good and minimise harm?
When applying ethical questions to headlines such as the cement merger or employment equity failures, one perspective is to argue from the legal framework.
Another view is from an ethical perspective. For example, free markets are considered ethical only insofar as they allocate resources fairly, distribute goods efficiently, enhance overall economic welfare, and uphold freedom of choice for both buyers and sellers.
BUILDING AN ETHICAL MARKET
Ethics is not only about guiding individual behaviour, but also about shaping sustainable business operations and leadership.
From mergers and employment equity to wages and governance, the choices made by our institutions shape not only economic outcomes but also the moral fabric of our society.
By embedding ethical principles into our operations management, applying systems thinking to understand interconnected impacts, and teaching business ethics as a foundation, we can strengthen both our enterprises and our society.
Ultimately, the Namibian market must ask itself: Are our business practices just? Do they respect the rights of our people? And do they maximise societal good while minimising harm?
The answers to these questions will determine not only the success of our businesses but also the strength of our nation.
– Michael Neema is a lecturer at the commerce, human sciences and education faculty at the Namibia University of Science and Technology. The opinions expressed here are his own. Email him at michael.c.neema@gmail.com
