The role of management in tackling corruption

Abstract

PurposeThe purpose of the study reported in this article is to examine the role of management in establishing anti‐corruption organisational culture in law enforcement agencies. The study focuses on organisational perspectives on corruption and on the views of managers regarding the tackling of corruption.Design/methodology/approachThe study uses qualitative data gathered from the Estonian law enforcement agencies. It is based on nine semi‐structured in‐depth interviews with top managers of various Estonian law enforcement agencies.FindingsThe findings of the study show that managers' beliefs may reinforce an organisational culture that systematically downplays the importance of anti‐corruption work. The study outlines major impediments likely to counteract successful implementation of anti‐corruption policies in law enforcement agencies: corruption is seen as a problem of the street level staff, individual staff members' ability to resist corruption is considered to be determined by their knowledge of the relevant legal definitions and sanctions, control methods are considered to be the most effective means of curbing corruption.Research limitations/implicationsThe study focuses exclusively on the values and role of managers. As noted by early researchers (e.g. Trevino) of the field, managers are not very likely to allow their values to be measured and analysed. The reluctance by most academics directly to approach top managers of law enforcement agencies makes studies such as the one reported below a complex endeavour in most countries. Top managers tend to shun open discussions of corruption – especially in relation to their organisations. Any views they express on the subject tend to be protective of their organisation and are usually intended for the record.Practical implicationsThe study helps to understand the reasons that contribute to failure of anti‐corruption policies and points to the relevant general shortcomings in managerial skills. By identifying these reasons and shortcomings, the study paves the way to remedial training and critical self‐assessment.Originality/valueBesides, the fact that managerial attitudes about corruption have not been studied earlier in Estonia, this study contributes to the overall understanding of managerial attitudes and their relation to corruption in an organisation. This is important for improving our theoretical understanding of corruption in organisations and contributing to the value‐based approach to corruption.