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

Thomas Taro Lennerfors (thomas.lennerfors@angstrom.uu.se)
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Thomas Taro Lennerfors: Uppsala University

A chapter in Challenges in Managing Sustainable Business, 2019, pp 313-334 from Springer

Abstract: 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 (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-319-93266-8_14

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DOI: 10.1007/978-3-319-93266-8_14

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