David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 19 (1):105-130 (2009)
Despite widespread attention to corruption and organizational change in the literature, to our knowledge, no research has attempted to understand the linkages between these two powerful organizational phenomena. Accordingly, we draw on major theories in ethics, sociology, and management to develop a theoretical framework for understanding how organizational change can sometimes generate corruption. We extend anomie theory and ethical climate theory to articulate the deinstitutionalization of the normative control system and argue that, through this deinstitutionalization, organizations have the potential to become incubators for corruption. We qualify this process by proposing conditions more ripe for anomie and under which this deinstitutionalization is more likely to occur, propounding moderating relationships that influence organizational reconfiguration. Examples of turbulence in the contemporary business environment that can trigger change highlight our discussion. We conclude with managerial implications, offering means by which the deleterious effects of corruption may be arrested or controlled
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Citations of this work BETA
Jamie-Lee Campbell & Anja S. Göritz (2013). Culture Corrupts! A Qualitative Study of Organizational Culture in Corrupt Organizations. Journal of Business Ethics 120 (3):1-21.
Eric Breit (2010). On the (Re)Construction of Corruption in the Media: A Critical Discursive Approach. [REVIEW] Journal of Business Ethics 92 (4):619 - 635.
Roland E. Kidwell, Franz W. Kellermanns & Kimberly A. Eddleston (2012). Harmony, Justice, Confusion, and Conflict in Family Firms: Implications for Ethical Climate and the “Fredo Effect”. [REVIEW] Journal of Business Ethics 106 (4):503-517.
Eva E. Tsahuridu (2011). An Exploration of Factors Affecting Work Anomia. Journal of Business Ethics 99 (2):297 - 305.
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