Abstract
Over the recent years,it has been observed that there is no scarcity of scandals that illustrate the depth and pervasiveness of corruption in developing democracies such as South Africa. In the wake of these scandals, awareness has grown of the social, political, and economic costs resulting from corruption. According to Misangyi, Weaver & Elms (2008) there are two alternative frameworks that have dominated research into corruption. First, the economic perspective is concerned with the influence of rational self-interest, efficiency, and formal regulative structures in explaining the development of corruption. They go on to argue that this approach provides limited results in combating corruption as it does not include the normative and cognitive structures, while the second framework focuses extensively on culture, structures, and cognition within organizations. Further, they suggest that effective resistance to corruption must consider the complex relationships between institutional logics, resources required to sustain the elimination of corruption, and the institutional entrepreneurs who attempt to eliminate corruption.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Abdulai, A., (2009). “Political Will in Combating Corruption in Developing and Transition Economies.” Journal of Financial Crime, 16 (4), 387–417.
Adebajo, A., Adedeji, A. & Landsberg, C. (2007). South Africa in Africa: The Post-Apartheid Era. Pietermaritzburg: University of KwaZulu-Natal Press.
Becker, G. S. (1968). “Crime and Punishment: An Economic Approach.” Journal of Political Economy, 76, 169–217.
Bull, M. J. & Newell, J. L. (1997). “New Avenues in the Study of Political Corruption.” Crime, Law and Social Exchange, 27 (3–24), 169–183.
Chang, L., (2006). “Managerial Responses to Externally Imposed Performance Measurement in the NHS: An Institutional Theory Perspective.” Financial Accountability and Management, 22 (1), 63–85.
Collier, M. W. (2002). “Explaining Corruption: An institutional Choice Approach.” Crime, Law and Social Change, 28 (1), 1–32.
Dacin, M. T., Goodstein, J. & Scott, W. R. (2002). “Institutional Theory and Institutional Change: Introduction to the Special Research Forum.” Academy of Management Journal, 45 (1), 45–57.
DiMaggio, P. J. (1988). Interest and agency in institutional theory. Institutional Patterns and Organizations: Culture and Environment, 1, 3–22.
Eisenhardt, K. M. (1988). “Agency and Institutional Theory Explanations: The Case of Retail Sales Compensation.” Academy of Management Journal, 31 (3), 488.
Ferreira, I. W. & Bayat, M. S. (2005). “Curbing Corruption in the Republic of South Africa,” Public Manager, 34 (2), 15–21.
Finn, D. (1995). “Ethical Decision Making in Organisations: A Management Employee-Organisation Whistleblowing Model.” Research on Accounting Ethics, 1, 291–313.
Glazer, M. & Glazer, P. (1989). The Whistleblowers: Exposing Corruption in Government and Industry. New York: Basic Books.
Glynn, M. A. & Azbug, R. (2002). “Institutional Identity: Symbolic Isomorphism and Organisational Names.” Academy ofManagement, 45 (1), 267–280.
Heath, C. (2000). “South Africa, Public Sector Corruption.” Journal of Financial Crime, 7 (4), 373–376.
Husted, B. W. (1999). “Wealth, Culture, and Corruption.” Journal of International Business Studies, 30 (2), 339–360.
Kamoche, K. & Harvey, H. (2006). “Knowledge Diffusion in the African Context: An Insitutional Theory Perspective.” Thunderbird International Business Review, 48 (2), 157–181.
Klitgaard, R. (1988). Controlling Corruption. Berkeley: University of California Press.
Lodge, T. (1999). South African Politics since 1994. Cape Town: David Philip Publishers.
Luo, Y. (2005). “An Organisational Perspective on Corruption.” Management and Organisation Review, 1 (1), 119–154.
Mafunisa, M. J. (2000). Public Service Ethics. Kenwyn: Juta & Co.
Makgoba, W. (1999). African Renaissance. Western Cape: Mafube Publishing.
Mavuso, V. & Balia, D. (1999). Fighting Corruption: Invitation to Ethics Management. Pretoria: UNISA.
Mbeki, T. (2000). Speech by South African President Mbeki at Nigerian and South African Business Conference. Cape Town: South Africa. http://www.gov.za.
Miceli, M. & Near, J. (1992). Blowing the Whistle: The Organisational and Legal Implications for Companies and Employees. Lexington: Lexington Books.
Modell, S. (2001). “Performance Measurement and Institutional Processes: A Study of Managerial Responses to Public Sector Reform.” Management Accounting Research, 12, 437–464.
Misangyi, V., Weaver, G. & Elms, H. (2008). “Ending Corruption: the Interplay among Institutional Logics, Resources, and Institutional Entrepreneurs.” The Academy of Management Review, 33 (3), 750–770.
Ostergren, K., (2006). “The Institutional Construction of Consumerism: A Study of Implementing Quality Indicators.” Financial Accountability & Management, 22 (2), 179–205.
Paldam, M. (2002). “The Cross-Country Pattern of Corruption: Economics, Culture and the Seesaw Dynamics.” European Journal of Political Economy, 28 (1), 215.
Peterson, M. F. & Smith, P. B. (1997). “Does National Culture or Ambient Temperature Explain Cross-National Differences in Role Stress? No Sweat!” Academy ofManagement, 40 (4), 930–940.
Phatak, A. V., Bhagad, R. S. & Kashlak, R. J. (2005). International Management: Managing in a Diverse and Dynamic Global Environment. New York: McGraw-Hill.
Pillay, S. (2008). “A Cultural Ecology of New Public Management.” International Review of Administrative Sciences, 74 (3), 373–394.
Riley, S. P. (1998). The Political Economy of Anti-Corruption Strategies in Africa.In Corruption and Development, ed. Mark Robinson London: Frank Cass.
Rodriguez, P., Uhlenbruck, K. & Eden, L. (2005). “Government Corruption and the Entry Strategies of Multinationals.” Academy of Management Review, 30 (2), 383–396.
Scott, W. R. (2001). Institutions and Organisations. Thousand Oaks, CA: Sage Publishers.
Sung, H. (2002). “A Convergence Approach to the Analysis of Political Corruption: A Cross National Study.” Crime, Law and Social Change, 38 (2), 137–160.
Ter Bogt, H. (2008). “Management Accounting Change and New Public Managemnt in Local Government: A Reassessment of Ambitions and Results; An Institutionalist Approach to Accounting Change in the Dutch Public Sector.” Financial Accountability and Management, 24 (3), 209–241.
Thornton, P. H. (2004). Markets from Culture: Institutional Logics and Organizational Decisions in Higher Education Publishing. Stanford, CA: Stanford University Press.
Thornton, P. H., & Ocasio, W. (1999). “Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958–1990.” American journal of Sociology, 105 (3), 801–843.
Tolbert, P. & Zucker, L. G. (1983). “Institutional Sources of Change in the Formal Structures of Organisations: The Diffusion of Civil Service Reform.” Administrative Science Quarterly, 28 (1), 22–39.
Transparency International. (2009, 2006, 2002, 2000). http://www.transparency.de.
Treisman, D. (2000). “The Causes of Corruption: A Cross-National Analysis.” Journal of Public Economics, 76, 399–457.
Van De Walle, N. (2010). “Democratization in Africa: Progress and Retreat.” Foreign Affairs, Sep/Oct, 89(5), 172–180.
Xin, X. & Rudel, T. K. (2004). “The Context for Political Corruption: A Cross-National Analysis.” Social Science Quarterly, 85 (2), 294–309.
Copyright information
© 2014 Soma Pillay
About this chapter
Cite this chapter
Pillay, S. (2014). An Institutional Theory Perspective on Corruption. In: Development Corruption in South Africa. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137383501_4
Download citation
DOI: https://doi.org/10.1057/9781137383501_4
Publisher Name: Palgrave Macmillan, New York
Print ISBN: 978-1-349-48177-4
Online ISBN: 978-1-137-38350-1
eBook Packages: Palgrave Economics & Finance CollectionEconomics and Finance (R0)