Rebuilding Syria ethically

In a country where the physical scars of war remain visible in shattered buildings and disrupted markets, research in the International Journal of Diplomacy and Economy suggests that the moral architecture of business may be just as important to recovery in Syria as capital investment and bricks & mortar.

A study of 200 business leaders working in international companies in Aleppo and Damascus finds that ethical decision-making in Syria can be explained, to a significant degree, by a well-established psychological framework known as the Theory of Planned Behaviour. This theory suggests that human behaviour is primarily shaped by intention, a person’s conscious plan or readiness to act. Those intentions, in turn, are influenced by three factors: personal attitudes, perceived social expectations, and perceived control over whether the behaviour is realistically achievable.

In practical terms, individuals are more likely to act ethically if they believe ethical conduct is right, think that others expect it of them, and feel capable of acting accordingly.

The researchers applied this theory in the context of Syria as part of an effort to understand how business leaders make ethical choices amid conflict, economic disruption, and institutional fragility. Their focus was Syria’s post-war reconstruction drive, a national strategy aimed at restoring infrastructure, reviving markets, and rebuilding social trust after years of violence.

Trust, the study notes, is not an abstract virtue in such an environment. It is a prerequisite for attracting investment, stabilising supply chains, and enabling cooperation between domestic firms and international partners. Ethical business conduct is thus a functional prerequisite of economic recovery.

For practitioners, the implications are concrete. The findings indicate that organisations seeking to strengthen ethical leadership cannot rely solely on written rules. Codes of ethics must be actively communicated and embedded within organisational culture, the shared values and practices that shape everyday work. When ethical expectations become part of that culture, they function as powerful social norms, guiding behaviour even in the absence of direct oversight.

Amoozegar, A., Lata, A., Falahat, M., Shakib, S., Kumar, M., Ramzani, S.R. and Yadav, M. (2026) ‘Mediating role of ethical intention between social norms, code of ethics and ethical decision-making’, Int. J. Diplomacy and Economy, Vol. 12, No. 5, pp.1–20.