In this study we analyse interviews with different organisations in Denmark and Germany as well as policy documents and other organisational texts in order to explore the business case for why private sector companies, public sector actors, and non-governmental humanitarian organisations should participate in programs, partnerships, and activities intended to support the integration of refugees into the workplace and into society at large. To be precise, we argue that there are multiple business cases for participating in these integration activities, so many in fact that they often work across purposes with each other. We explain that integration is a multi-stakeholder process and not a one-way trajectory for refugees to adapt. We argue that sustainable integration of refugees arises from social cultivation and workplace integration of refugees simultaneously. Through analysing the contents of our interviews by using theoretical knowledge on integration theories, corporate social responsibility and the business case concept, we focus on identifying values and value exchanges above and beyond mere financial benefits and incentives. We draw on the value case methodology as presented by Dittrich, Koers, Berkers, Becker & Montalvo (2015) to argue that a sustainable business case in support of refugee integration must articulate an argument that convinces a variety of stakeholders that they can all benefit from coordinating their efforts and focusing on a shared value proposition.
|Educations||MSc in Business, Language and Culture - Diversity and Change Management, (Graduate Programme) Final Thesis|
|Number of pages||131|