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The purpose of this paper is to provide elements for human resource management to better understand workplace corruption in order to prevent and to manage corrupt behaviors at work.

In this study, a quantitative research methodology (n=575) is used; the sample is selected from French public sector employees. Multiple regression analysis assesses the impact on corrupt behaviors (e.g. bribary and property deviance) of selected determinant psychological resources (e.g. powerlessness, distributive and procedural justice and sense of mastery).

Main results highlight that sense of mastery, distributive justice and procedural justice have a negative impact on workplace corruption, whereas powerlessness has a positive impact on workplace corruption. The direct impact and relationships that are explored between selected determinant psychological resources and workplace corruption contribute to the literature on corrupt acts and conservation of resources (COR) theory. Sense of mastery, power, procedural and distributive justices are considered as personal resources for employees at workplace. Individuals thoughtfully engage in corrupt acts and behaviors as a defensive move to protect perceived threats on valued motivation factors.

At an empirical level, the research is limited to a sample from public sector employees. Similar to the structures of public and private organizations, which are different, determinants of organizational corruption in public and private sectors are also different. Another main limitation is the cross-sectional design. Investigating motivation-based dynamics of corruption would benefit from longitudinal methodology.

The present research suggests that a COR-based management of human resources can be of functional use on at least two grounds. First, COR theory shifts the perspective from a moral and macro-economic issues to a psychological plane. Second, and by staying in tune with motivational processes, a COR-based management is suited to prevent corrupt mechanisms fueled by frustrated or endangered motivational resources.

On the basis of an original taxonomy of workplace corruption, a research model is developed using the framework of COR theory (Hobfoll, 1989). As a non-inductive approach, corruption is considered from the standpoint of a rational defensive attitude on the part of employees seeking to preserve valued psychological resources. A COR-based perspective also allows for a preventive “salutogenic” management style of corrupt behaviors.

The purpose of this paper is to explore the criminal workplace activities of both employers and employees in Ukrainian enterprises. It challenges traditional definitions of corruption and suggests that the practices that can be observed fit into the category of organised crime because of the country's economic framework. The paper also explores how the practices are partially a legacy of Soviet economic processes.

A total of 700 household surveys were completed in three cities, Kyiv (where 450 surveys were completed), Uzhgorod (150) and Kharkiv (100). To complement these, approximately 25 in‐depth interviews were undertaken with workers in each region. Furthermore, ethnographic observations and “kitchen table” interviews also played an important role in the research. Although the research was oriented towards those working in informal economies, business owners (both formal and informal) were also interviewed.

As well as revealing the endemic nature of corruption in Ukrainian workplaces and the high levels of informal activity undertaken by workers, the research found that many people wish for their workplace to become more regulated.

Further interviews could have been carried out with state officials and in more locations. The implications are multiple but mainly they demonstrate the difficulty that those charged with economic reform in Ukraine must face.

It is one of the first studies to explore these issues in Ukraine using a variety of research methods.

The purpose of this study is to provide a structural model of the role of ethical leadership on intent to whistle blow workplace corruption using the theory of planned behaviors.

The study used a mixed method, sequential design. Interviews were conducted in the first phase to identify corrupt practices and validate the salience of the variables in the study. The second phase administered surveys to test the hypotheses of the study. Structural equation modeling (SEM) was done to analyze structural relationships among variables.

SEM results showed an adequately fit model, indicating ethical leadership predicting organizational norms and controls. It also found that ethical leadership has indirect effect toward employees’ attitude toward corruption through organizational norms and control. Furthermore, ethical leadership also has indirect effect on intent to whistle blow through organizational controls.

This study was conducted in the Philippines, a high-power distance culture. In such a culture, the influence of leadership is crucial, as it dictates standard behaviors of members and the organization as a whole. Future research may wish to explore whether the findings would also apply in low-power distance cultures.

The finding suggests that ethical leadership is crucial in shaping organizational norms and controls, which in turn, influences employees’ attitude toward corruption and their intention to whistle blow.

The study contributes to corruption literature by providing empirical evidence of the structure model how the role of ethical leadership shapes organizational norms and controls that, in turn, influences employee attitude toward corruption and intent to whistle blow.

The aim of this research is to study the implications of the human resources management practices on corruption in humanitarian aid as the phenomenon is under-researched (Akbar & Vujic, 2014; Melo & Quinn, 2015) and considered to be a hot topic since the determinants of corruption from an individual perspective have been scarcely discussed in the non-profit sector (Epperly & Lee, 2015; Mohiuddin & Dulay, 2015).

This research adopts grounded theory as a method and builds upon long experience in the humanitarian aid sector to generate theory from field observations and from 30 interviews conducted with respondents working in humanitarian organisations. The data collected from interviews was compared to observations data, leading the way to validating and expanding the findings.

The findings of this study are related to human resources administration weaknesses which appear to be directly linked to corruption in humanitarian aid. These weaknesses include issues in relation to Terms of Reference and organisational charts, irregularities in staff selection procedures, the short-termism of contracts, poor talent management, a lack of ethics awareness and mismanaged cultural diversity.

This study suffers from a few limitations pertaining to the sensitivity of the context, confidentiality issues, retrospection in some cases and possible bias resulting from staff frustration. These were dealt with through ensuring interviewees' utmost anonymity in publishing the results and through cross-checking answers of respondents from within the same organisation.

This research proposes a corruption preventive model which serves as a tool driving better human resources practices in humanitarian aid, and highlights the dangerous impact of corruption and raises awareness among humanitarian aid managers and workers about the importance of preventing it so that more vulnerable people are reached and that the donated money fulfils its intended target. The chapter brings value to research on humanitarian aid as it considers the corruption phenomenon with new lenses; focusing on individuals rather than on systems thus opening new horizons of study away from the traditional stream of research on service delivery.

The purpose of this paper is to investigate the relationship between perceived corporate social responsibility (PCSR) and perceived organizational corruption (POC) in a developing country context. The research suggests mediating roles of perceived ethical leadership (PEL) and job satisfaction (JS) in the PCSR–POC relationship.

Data were collected through survey questionnaires. The sample consisted of 434 employees working in private and public organizations in Kosovo. Regression analysis was conducted by using a serial mediation model.

Applying a social learning framework, this study provides evidence that employees’ perceptions of corporate social responsibility (CSR) are positively related to perceived ethical leadership and job satisfaction and negatively related to perceived organizational corruption. Furthermore, results confirm that the relationship between CSR perception and organizational corruption perception is mediated by ethical leadership perception and job satisfaction.

Armed with the findings, organizations can adopt CSR practices to positively influence employee behaviors and attitudes. From these results, it is possible to better comprehend the role of CSR in dealing with relevant aspects such as corruption at the organizational level, especially in developing and emerging markets.

The findings of this research indicate that employees in socially responsible organizations perceive less organizational corruption. Adopting a more ethical and responsible management approach might represent a promising solution to fight the corruption phenomenon inside and even outside organizations. These results should serve as reflection for both managers and public authorities.

With regard to CSR, previous studies have investigated different employee outcomes but never considered the potential impact on corruption at the organizational level. Furthermore, this study extends the literature by conceptualizing perceived ethical leadership and job satisfaction as mediators between perceived CSR and organizational corruption perception, in a developing country context where the concept of CSR is still less investigated.

The literature on corruption and whistleblowing is increasing over the past years. However, the authors contend that individual reactions to a corrupt proposal could differ from the mentioned behaviours. On these grounds, the authors contend that a “grey zone” between accepting corruption and whistleblowing does exist. This paper aims to explore what are the behaviours defining this “grey zone” as nuanced behaviours adopted to react to a corrupt proposal.

The authors draw from Miceli and Near’s process of whistleblowing to open the scope for the comprehension of grey behaviours in the decision-making process following to a triggering event. The authors adopted a qualitative and explorative approach by interviewing 27 Italian public servants through open questions and storytelling to explore what kind of behaviours could define the grey zone.

The findings unveil nuanced behaviours in the grey zone configuring neither as corruption nor whistleblowing, ranging from ignoring the corrupt proposal to explicit contraposition. Also, they reveal different social and individual outcomes affecting future relationships in organizations. The findings allow to extend Miceli and Near’s process of whistleblowing to the wider spectrum of response behaviours to triggering events such as receiving or assisting to a corrupt proposal.

Limitations might be recognized in that the situations detected could be only a part of a possible wider “grey zone”. However, the authors believe that the findings could encourage future research to continue exploring the grey zone to enrich its comprehension. Also, the paper offers useful and interesting insights on an undebated issue that has a prominent value under the theoretical, practical, social and policymaking perspectives.

From the practical and policymaking perspective, the advancement of a debate contending the existence of a grey zone made of nuanced behaviours between corruption and whistleblowing could provide support both for organizations and policymakers to a better understanding of individual behaviours and improving actions and policies to prevent corruption and encourage whistleblowing.

As the authors are at least unaware of studies debating on the grey zone with specific reference to corruption and whistleblowing, the paper advances a discussion on the grey zone between corruption and whistleblowing as a continuum of nuanced behaviours that could provide a starting point for further fine-grained analyses.

The 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.

The 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.

The 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.

The 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.

The 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.

Besides, 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.

This paper aims to examine the effect of differential leadership on organizational corruption by developing a measure of organizational corruption and proposing a moderated mediation model. The model focuses on the mediating role of moral disengagement underpinning the relationship between differential leadership and organizational corruption, and the moderating role of organizational justice in influencing the mediation.

The authors collected 210 responses from online participants with full time work experience and 57 MBA students answered the survey offline.

Results showed that differential leadership was positively associated with organizational corruption. Furthermore, moral disengagement fully mediated the relationship between differential leadership and organizational corruption. Besides, distributive justice negatively but procedural justice positively moderated the indirect effect of moral disengagement.

Testing the moderated mediation model helps to advance the theoretical understanding of the mechanisms that underlie the effect of differential leadership on organizational corrupt behavior.

This empirical study provides preliminary evidence of the mediating role of moral disengagement in the positive relationship between differential leadership and organizational corruption. The mediated moderation also extends the finding by adding organizational justice as the moderator to explain how the effect of differential leadership on organizational corruption. Finally, this study provides initial evidence for organizational corruption measure.

The purpose of this paper is to analyze the changes that have taken place in the Russian higher education sector over the last two decades. Specifically, it analyses such phenomena as corruption and politicization of Russian universities through the concept of “loyalty as rent”.

This paper is a synthesis of conceptual work and case study, developing and applying the concept of “loyalty as rent” to the case of Russian higher education. Rapidly developing segments of the Russian economy are known for sprawling informal economic relations. In such segments, illicit revenues may exceed legal income and political influence is considered an economic resource.

Informal approval of corrupt activities in colleges and universities in exchange for loyalty and compliance with the current political regime is commonplace in modern Russia. Political indoctrination of universities is advanced by the ruling political regime in Russia through informal means, while academic meritocracy is no longer honored. The ruling regime uses corruption in the universities to derive its rent not in money but in loyalty to the regime.

This paper argues that the widespread corruption in Russian universities may be used by the state in order to gain much needed political support of faculty and students.