Reducing bureaucratic corruption: Interdisciplinary perspectives on what works

Gans-Morse, Jordan; Borges, Mariana; Makarin, Alexey; Mannah-Blankson, Theresa; Nickow, Andre; Zhang, Dong

doi:10.1016/j.worlddev.2017.12.015

Cited by 110 publications

(76 citation statements)

References 207 publications

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“…Without downplaying the importance of investments in incremental modifications such as tightening procurement criteria (World Economic Forum, 2015), we argue that improving democracy would make such investments more profitable. Our findings lend support to the notion that corruption is a systemic problem that should be tackled holistically, rather than with separate individual interventions (Gans-Morse et al, 2018). In particular, understanding the interaction between democracy and corruption may help international organizations and non-governmental organizations (NGOs) to design and to calibrate their interventions.…”

Section: Resultssupporting

confidence: 79%

Corruption, Democracy, and Privately Financed Infrastructure

Bertelli

Mele

Woodhouse

2020

Administration & Society

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Do political institutions moderate the influence of corruption on privately financed infrastructure projects? We argue that electoral competition incentivizes politicians to monitor bureaucratic corruption and focus on the public benefits of projects. Without such incentives, corruption is not monitored and the private benefits of bribes and favorable contract terms are responsible for increasing numbers of projects. Studying 116 countries between 1984 and 2012, we find that as public-sector corruption increases in democracies, no change in the number of projects is observed, while more projects emerge in non-democracies as corruption worsens.

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Section: Resultssupporting

confidence: 79%

Corruption, Democracy, and Privately Financed Infrastructure

Bertelli

Mele

Woodhouse

2020

Administration & Society

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“…The field of Political Science has long documented that people, including those employed by and/or elected into office in public organizations, have private interests that may impinge on or even conflict with their public roles (Dunleavy, 1991;Gans-Morse et al, 2018;Treisman, 2007). The consequences of such conflict for value creation and appropriation are the subject of several of the studies in this issue.…”

Section: Public Value Can Be Discovered and Created At Multiple Inmentioning

confidence: 99%

Value creation and value appropriation in public and nonprofit organizations

Cabral

Mahoney

McGahan

et al. 2019

Strategic Management Journal

112

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Research Summary In recent years, strategy scholarship expanded its scope beyond the realm of private firms. Despite notable advances, the field still lacks theoretical and empirical frameworks for fully understanding how public and nonprofit organizations interact with private firms to create and appropriate value. By recognizing the inherent complexity of interactions between organizations with different purposes and the existing challenges for designing effective governance arrangements, we assess how recent scholarship addresses some dilemmas related to both private and public value creation. Based on the extant literature and on some novel aspects raised by the articles in this issue, we also propose a framework to advance strategy research in the field. We emphasize the importance of stakeholder management capabilities among public, private, and nonprofit organizations in pursuit of enhanced public value and continuous support from appreciative stakeholders. Managerial Summary Despite abundant examples of governance arrangements involving public, private, and nonprofit organizations (e.g., public‐private partnerships and alliances involving NGOs, firms, multilateral organizations, public contracting, and so on), the strategic management field has only recently given attention to value creation and value appropriation beyond the scope of private organizations. Here we connect strategic management and public management to identify relevant dimensions that shape value‐creating strategies and underpinning outcomes in public‐private‐nonprofit interactions. We highlight that public value arises from private interests and that the dynamic of value creation and value appropriation in activities involving the public interest can be influenced by not only resource endowments and organizational capabilities but also by the way organizations address and manage stakeholder expectations.

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“…While the impacts of some anticorruption policies, especially formal top‐down measures such as rewards, penalties, monitoring, and regulations, have been studied extensively, the effectiveness of bottom‐up tools, such as whistle‐blowing, staff morale, or community monitoring, has attracted little attention from empirical researchers (Gans‐Morse et al ). Macro‐level cross‐sectional studies conclude that rewards, specifically higher government wages, have limited or no contribution to lowering levels of corruption (Alt and Lassen ; Dahlström, Lapuente, and Teorell ; Treisman ).…”

mentioning

confidence: 99%

Corruption as Resource Transfer: An Interdisciplinary Synthesis

Jancsics

2019

Public Administration Review

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Despite significant investment in anticorruption instruments in the past decades, confusion about their effectiveness remains. While a growing body of scholarship claims that anticorruption reforms have generally failed, other scholars have shown that particular anticorruption tools may actually work. A likely explanation for these puzzling outcomes is that public administration research holds a mistaken view of corruption, and improperly selected anticorruption strategies often target the wrong type of corruption. To overcome this problem, this article proposes a four‐cell typology of corruption, reflecting two critical dimensions along which most corrupt behaviors occur: the resource transfer and the primary beneficiary. Synthesizing recent research developments, this article introduces a new conceptualization of corruption that integrates perspectives from several disciplines. It also offers a series of propositions concerning how each corruption type could be fought. The article concludes with implications for research and practice.

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Reducing bureaucratic corruption: Interdisciplinary perspectives on what works

Cited by 110 publications

References 207 publications

Corruption, Democracy, and Privately Financed Infrastructure

Corruption, Democracy, and Privately Financed Infrastructure

Value creation and value appropriation in public and nonprofit organizations

Corruption as Resource Transfer: An Interdisciplinary Synthesis

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