Integrity capacity as a strategic asset in achieving organizational excellence

Abstract

The authors propose that international organizational leaders can and should be held accountable for enhancing the intangible strategic asset of integrity capacity in order to advance global organisational excellence. After defining integrity capacity and framing it as part of a strategic resource model of sustainable global competitive advantage, the stakeholder costs of integrity capacity neglect are delineated. To address this neglect issue, the authors link the four dimensions of integrity capacity (process, judgment, development and system dimensions) with leadership development challenges, and recommend four management practices to better prepare leaders to be accountable for enhancing integrity capacity as a strategic organizational asset.

Citation

Petrick, J.A. and Quinn, J.F. (2001), "Integrity capacity as a strategic asset in achieving organizational excellence", Measuring Business Excellence, Vol. 5 No. 1, pp. 24-31. https://doi.org/10.1108/13683040110385304