Conference Agenda

This article analyzes how the anti-bribery management standard ISO 37001 is interpreted and applied in two contrasting governance and cultural environments, Peru and Australia. Both economies are deeply integrated into global markets and face demanding expectations from investors, lenders and international partners, yet they differ sharply in institutional maturity, perceived corruption and compliance traditions. In Australia, ISO 37001 is usually embedded in a long-standing rule of law setting, strong enforcement agencies and consolidated compliance cultures that link anti bribery programs with risk management, corporate governance and environmental social and governance agendas. In Peru, persistent corruption scandals, weaker enforcement capacity and high public distrust coexist with the country’s role as an early regional adopter of ISO 37001, especially in infrastructure, mining and public procurement, often driven by multilateral financing requirements and export market pressures. Using a comparative qualitative design, the article combines secondary literature, governance indicators and case-based evidence to map convergences and differences between both countries. The analysis identifies institutional conditions under which ISO 37001 moves beyond formal certification to become a lever for organizational and cultural change. It shows that leadership commitment, integration with risk management frameworks and sensitivity to local social expectations are decisive for effectiveness and argues that Peru can learn from Australia’s consolidated monitoring and enforcement practices, while Australian organizations can benefit from Peruvian experiences that connect anti bribery systems with community engagement and transparency agendas in high-risk sectors.