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Integrity capacity as a strategic asset in achieving organizational excellence

Joseph A. Petrick (Joseph A. Petrick is an Associate Professor of Management at Wright State University. He has co‐authored three books, Management Ethics: Integrity at Work, Total Quality in Managing Human Resources and Total Quality and Organization Development. E‐mail:
John F. Quinn (John F. Quinn is a Full Professor of Philosophy at the University of Dayton. He has co‐authored two books, The Christian Foundations of Criminal Responsibility and Management Ethics: Integrity at Work. E‐mail:

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 March 2001



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.



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.




Copyright © 2001, MCB UP Limited

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