Advertisement

Organizational Anti-corruption: De-normalization Through Anxiety, Superego, Courage and Justice

  • Thomas Taro LennerforsEmail author
Chapter

Abstract

A major challenge for fighting corruption is our narrow conceptions about corruption and the lack of alternative, creative theorizations about both corruption and anti-corruption (Breit et al. in Ephemera: Theory and Politics in Organization 15: 319–336, 2015). This chapter responds to this challenge by discussing organizational corruption and anti-corruption in an alternative way. It reviews three different definitions of corruption and argues that corruption should be seen as the degeneration of a legitimate value. With this view of corruption, this chapter develops an anti-corruption framework by inverting Ashforth and Anand’s (Research in Organizational Behavior 25: 1–52, 2003) work on the normalization of corruption in organizations. The components of the framework are de-rationalization (producing alternative discourse and going beneath discourse), de-institutionalization (manipulating organizational memory and highlighting counterfactual corruption events) and de-socialization (excluding the personal and excluding the social). In the latter part, the chapter argues that one could relate to anti-corruption measures in any of four ways: anxiety, superego, courage and justice. It suggests that a balanced mix of these four subject positions is useful for fighting corruption.

Keywords

Corruption Philosophy Rationalization Institutionalization Socialization 

References

  1. Ashforth, B. E., & Anand, V. (2003). The normalization of corruption in organizations. Research in Organizational Behavior, 25, 1–52.CrossRefGoogle Scholar
  2. Ashforth, B. E., Gioia, D. A., Robinson, S. L., & Trevino, L. K. (2008). Re-viewing organizational corruption. Academy of Management Review, 33(3), 670–684.CrossRefGoogle Scholar
  3. Badiou, A. (2001). Ethics—An essay on the understanding of evil. New York: Verso.Google Scholar
  4. Badiou, A. (2009a). Theory of the subject. London: Continuum.Google Scholar
  5. Badiou, A. (2009b). Logics of worlds. London: Continuum.Google Scholar
  6. Breit, E., Lennerfors, T. T., Olaison, L. (2015). Critiquing corruption—A turn to theory. Ephemera: Theory and Politics in Organization, 15(2), 319–336. Google Scholar
  7. Gustafsson, C. (1988). Om företag, moral och handling. Lund, Sweden: Studentlitteratur.Google Scholar
  8. Lennerfors, T. T. (2008). The vicissitudes of corruption—Degeneration, transgression, jouissance. Stockholm: Arvinius. Google Scholar
  9. Lennerfors, T. T. (2012). Corruption and hosophobia. Electronic Journal of Business Ethics and Organization Studies, 17(1), 16–21.Google Scholar
  10. Lennerfors, T. T. (2017). Corruption: Maximising, socialising, balancing, and othering. In M. Assländer & S. Hudson (Eds.), The handbook of business and corruption: Cross-sectoral experiences (pp. 25–48). Bingley, UK: Emerald Publishing.CrossRefGoogle Scholar
  11. May, L. (1992). Sharing responsibility. Chicago: University of Chicago Press.Google Scholar
  12. Noonan, J. T. J. (2004). Struggling against corruption. In W. C. Heffernan & J. Kleinig (Eds.), Private and public corruption. Oxford: Rowman & Littlefield.Google Scholar
  13. Spicer, A. (2017). Business bullshit. Abingdon, Oxon: Routledge. Google Scholar
  14. Sykes, G. M., & Matza, D. (1957). Techniques of neutralization: A theory of delinquency. American Sociological Review, 22, 664–670.CrossRefGoogle Scholar
  15. United Against Corruption. (2017). Anti-corruption factsheet. Retrieved December 10, 2017, from http://www.anticorruptionday.org/actagainstcorruption/en/factsheets.html.

Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.Uppsala UniversityUppsalaSweden

Personalised recommendations