In an increasingly VUCA world, it is important that corporations effectively practice compliance and integrity. However, even when they are truly dedicated to this practice, corporations still face a growing number of challenges. This is shown in the results from the survey with compliance and integrity experts, in which various challenges were identified. These challenges are interrelated and categorized in the following four categories: (1) conflicting goals and incentives set by the top management, (2) corporate members’ lack of awareness for the need and importance to practice compliance and integrity, which influence (3) corporate members’ lack of willingness, as well as their (4) lack of ability to do so. To mitigate these challenges, based on the survey results, this paper discusses the identified nudges – subtle behavioral interventions – applied by the companies. Nudges have the potential to promote ethical behavior and can be a valuable addition to the traditional compliance measures and integrity polices. Yet, they need to be tailored to the specific context and behavioral problem, to the organizational culture, as well as to the overall corporate strategy in order to develop a comprehensive approach for promoting compliance and integrity in the workplace.

The present study compares external perceptions and consumer intentions for social vs. traditional enterprises in order to analyse social enterprises' competitive ability in the market for sustainable products. To this end, an experimental survey was conducted with 222 participants. The results of a multivariate analysis of variance show that social enterprises are perceived as more socially responsible and credible than their traditional counterparts and face higher expectations in terms of sustainable behaviour. However, irresponsible behaviour was not found to yield stronger negative stakeholder reactions to social enterprises than to traditional enterprises. In addition, consumers' willingness to buy and willingness to pay for sustainable products were not higher for the products offered by social enterprises than by traditional enterprises. In sum, the study indicates that it is a difficult undertaking for social enterprises to successfully compete with their traditional counterparts in the market for sustainable products in the long run.