Integrity management in post-1997 Hong Kong: Challenges for a rule-based system

Abstract

Unlike some of its Western counterparts, where the first line of defence against corruption and unethical behavior has been a reliance on a public service ethos, the Hong Kong government has traditionally relied on strict compliance with rules and regulations in its successful drive against bureaucratic malpractices. Since 1997, however, a changing political, economic and administrative environment has also seen efforts to introduce a more value-based approach to integrity. This article examines the factors that have led to the modification of the Hong Kong government’s strategy and evaluates its success in the wider theoretical context of the relationship between a predominantly rule-based and a value-based approach to integrity management.