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In 2015, Malaysia’s investment vehicle, 1Malaysia Development Berhad (1MDB), came under international scrutiny after it amassed a debt of US$11 billion (10.3 billion) (Wright & Clark, 2015), which it had difficulty repaying. More disturbingly, investigators found that US$700 million (658 million) was transferred into the personal bank account of Malaysia’s prime minister, Najib Razak, founder and chairman of 1MDB’s advisory board (Wright & Clark, 2015). Najib was also accused of embezzling state money (Reuters, 2015) and damaging the image of the country (“Najib tried to bribe me”, 2015). This chapter aims to examine the strategies used by the Malaysian prime minister to repair his image in the 1MDB scandal, the effectiveness of these strategies, and how these impacted Malaysia’s public diplomacy efforts in restoring the country’s image and reputation. Findings showed that the prime minister denied wrongdoing, and simultaneously bolstered his position and promised to turn 1MDB around. In contrast to the current explication of Benoit and Pang’s (2008) image repair strategies, Najib’s way of attacking the accusers sheds light into how image repair strategies may be operationalized in the Asian context. A new image repair strategy – diversion – is proposed to be added to the existing framework.

This study examines how perceptions of injustice, anger, and group identification motivate follower intentions to engage in collective action against leaders. The study revolved around the Malaysian prime minister’s actions and responses toward allegations of misuse of public funds. Responses from 112 Malaysians via a cross-sectional survey revealed that follower perceptions of leader injustice are significantly related to anger toward the leader, which in turn is related to intentions to engage in collective action. The relationship between perceptions of distributive injustice and anger is moderated by group identification, while group efficacy moderates the relationship between anger and collective action intentions.

This chapter highlights how Malaysia has experienced a successful economy through different stages since independence. The development, administration and institution-building phase was followed by reform initiatives throughout the years. Master Industrial Plans, 5-year development plans and other mid-term plans are used, which include governance and performance management reform. Today, public service reform continues to evolve with emphasis on better services, e-government and one-stop clearance centres. Under the Government Transformation Programme launched in 2010, seven National Key Results Areas have been identified, e.g., reducing crime, fighting corruption, improving education, and raising living standards of low-income households. Within this, political transformation programme, digital transformation programme, community transformation programme and social transformation programme have been created that advance public sector reforms. This chapter shows that while states and leaders remain powerful actors, leaders recognise a need to reform and overcome unethical and inefficient bureaucratic dysfunctions, or keep them at a minimum. Leaders manage such problems by using transparency to address problems of vested interests, stringent audits and punishing civil servants for criminal breaches of trust, removal of ministerial control over government-linked companies and removing resisting actors. Yet, more reforms in shepherding public service renewal are needed in sustaining reforms and reputations of public institutions. The author calls for increased values-based leadership that is inclusive at the highest levels.

This study seeks to find an interactive effect between ethical leadership (EL) and corporate governance (CG) variables and investigate whether they would affect employee organizational citizenship behavior (EOCB) in a Malaysian organizational setting. The collected data from the 300 accounting/finance department employees were analyzed using Statistical Package for Social Sciences (SPSS) and Partial Least Square–Structural Equation Modeling (PLS-SEM; SmartPLS 3.0). Several primary results confirmed a coherent significant relationship between EL and ethical climate (EC), EL and EOCB, EL and CG, and CG and organizational success. Theoretically, it implies a more enhanced EOCB literature on how it can be infused in an organization. It also offers valuable knowledge by providing organizations with several insights concerning the improvement of EOCB, enabling the organization to achieve its desired success and, more importantly, how the findings could contribute directly and indirectly to emerging markets in terms of their industrial and financial performance.

Sustainable development and the enhancement of justice and security globally are predicated on the existence of sufficient and appropriately deployed assets. Mindful of this, and of the misuse of both public and private wealth, UN Sustainable Development Goal 16.4 (SDG 16.4) seeks to ‘…significantly reduce illicit financial … flows’. This chapter critiques how this aim of SDG 16.4 has been operationalised. We argue that the choice and placement of the term ‘illicit’ is crucial: it can relate to the finances, the flows, or both, as well as to the people involved, as facilitators or protagonists, and is expansive enough to encompass criminal, unlawful and ostensibly legal but illegitimate or harmful assets, acts and actors. Moreover, this chapter explores why the movement of assets is significant, within and between jurisdictions, and how these transfers and transactions impact on sustainable development and can worsen inequalities. Our attention is on the conceptualisation, measurement and operationalisation of illicit financial flows (IFFs) in particular and the corresponding implications for available policy responses in the form of situational interventions as a more plausible route to understanding and reducing IFFs in the context of promoting SDG 16.4.

The growing power of China's economy with its ‘One Belt One Road’ initiative for building a new globalised world is generally believed to have an impact on global economic development and sustainability.

The current Chairman and President of the People's Republic of China Mr. Jinping Xi proposed the ‘One Belt One Road’ initiative in 2013 during his official visit to Kazakhstan and Indonesia. This was a Chinese initiative to create the Silk Road Economic Belt (SREB) and the Maritime Silk Road (MSR) to promote a new model for international cooperation and development. In recent years, more and more countries from Asia, the Middle East, Europe and Africa have agreed to join the initiative and have established their regional plans for economic development and sustainability.

This chapter provides a critical review of China's ‘One Belt and One Road’ initiative for creating higher growth and economic development through infrastructure connectivity, increased trade and investment. It discusses the challenges of the ‘One Belt One Road’ initiative and reports on the risks associated with the development of this regional cooperation. It summarises arguments for a common approach to infrastructure development and regional cooperation by supranational institutions.

It concludes that the growing positive support for China's ‘One Belt One Road’ initiative and its development as one of the largest infrastructure and investment projects in history would bring significant benefits to the global economy.