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In this chapter, we assess the link between scaling, control and organizational achievements. We argue that control is essential to coordinate organizational members towards a common and shared goal and to provide guardrails for scaling. We use the experience of the Aravind Eye Care System, a non-profit organization based in India providing eye care services to poor people to specify the mechanisms employed by Aravind underpinning three popular organizational scaling modes—branching, affiliation and dissemination. Our objective is to show how control and scaling can be combined in order to protect the value base of a social enterprise and at the same time ensure growth.
The crisis generated by the Covid-19 pandemic has required rapid and strong action. It also entails key choices, including on how the EU could help mitigate the impact of Covid-19, foster the economic recovery and support the dual green and digital transitions. In September 2019, before the crisis, the Directorate General for Economy and Finance of the European Commission organised a workshop on strengthening the institutional architecture of the EMU. This eBook presents the main ideas discussed at the workshop.
This chapter argues that the adoption of the United Nations Convention against Corruption (UNCAC) in 2004 and its subsequent ratification by more than 180 parties indicates universal agreement on the norms of quality of government, putting an end to moral relativist arguments. While UNCAC does not define corruption, it defines good governance and sets ethical universalism as its key benchmark. The chapter then follows the intellectual history of this concept and its remarkable success, with the norm of equal, fair, and nondiscriminatory treatment of every citizen present in every current constitutional contract. Ratification does not necessarily mean implementation when corruption is concerned, and the chapter surveys limitations to the practice of ethical universalism in governance and existing approaches to narrow the gap between norm and practice.
Keywords: corruption, quality of government, equality of opportunity, ethical universalism, good governance
This contribution takes Turkey’s use of the derogation mechanism in the aftermath of the failed military coup of 15 July 2016 as a springboard to critically address the operation and the fallacies of the contemporary European derogation regime. The assessment will reveal whether the European system of human rights protection has succeeded in adopting an adequate and viable approach that can counterbalance the increased leeway accorded to derogating states, and formulate safeguards to mitigate human rights abuses. The contribution concludes by providing a road map proposal for adequate oversight marked by rigorous scrutiny of derogation claims that can be described as a ‘consultation and cooperation process’. This process would place the Secretary General of the Council of Europe in a more active and operationally focused position to influence state decisions, to counterbalance the increased leeway accorded to derogating states, and to formulate safeguards to mitigate human rights abuses.