Recent headlines in Namibia, from the Ohorongo-Cheetah Cement merger decision and teachers’ salaries failing to keep pace with the cost of living, to major employers not meeting employment equity requirements and the illegitimate use of athletes at the recent Public Enterprises (PE) Games, all point to a deeper question: To what extent can we consider Namibian business systems and operations ethical? More importantly, is ethics intentionally embedded in our daily commercial practices, or is it treated as an afterthought?

As a scholar and practitioner in 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 – 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 to offer a guiding lens for interpreting them, one rooted in the disciplines of business ethics, systems thinking, and operations management.

Understanding ethics in commerce

Ethics can be understood as both the principles guiding conduct and the study of morality itself.

In business, ethics encompasses 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 holds that morality depends on cultural acceptance, though critics argue that this overlooks harmful consequences. The Integrative Social Contracts Theory (ISCT) distinguishes between hypernorms, which are universal principles such as justice and human rights, and microsocial norms, which are community-specific standards that are valid only when they do not violate hypernorms.

The ISCT 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 approach them through 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 Namibian 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 our institutions make 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.

*Mr Michael Neema is a Lecturer in the Faculty of Commerce, Human Sciences, and Education at the Namibia University of Science and Technology (NUST). The opinions expressed in this piece are his own and not the views of his employer. Email him at michael.c.neema@gmail.com .