This article focuses on the experiences of South Korea and the Philippines and examines the relationship of corruption to political and economic development. It argues that corruption is a manifestation of speci® c sets of state± society relations, political systems, development trajectories and types of external linkages. Corruption in these contexts should not be seen as pathological phenomena but as deeply integrated into the particular path of political and economic development. The article further identi® es the context and scope for reform.

This article discusses the potential impact of the Corporate Manslaughter and Corporate Homicide Act 2007 (CMCHA) in the context of the Act's application to a police force for deaths caused by a gross negligent act or omission of a police officer(s). The article will consider the accountability of a police force as an organisational body, prior and subsequent to the CMCHA. Although legislative innovation is, in part, welcomed in relation to a police force's accountability for deaths in police custody, the focus of the article argues that, all in all, the accountability of a police force is not extended significantly by the CMCHA.

This paper examines issues concerned with police corruption and its control in England and Wales. The topic of defining police corruption is addressed, some current areas of risk are described and anti-corruption strategies, particularly those pursued by the London Metropolitan Police Service (MPS), are examined. What appears qualitatively and quantitatively different in the approach of services such as the MPS and Merseyside Police is the use of an adequately resourced, dedicated anti-corruption unit. This strategy has been buttressed by preventative measures involving management/administration and ethics/training. Dedicated units have been controversial, and preventative measures raise questions concerning evaluation. Nevertheless the approach to corruption bears comparison with that adopted by other major police services in other jurisdictions and represents a break with previous and unsuccessful efforts at corruption control in major police forces in England and Wales.

This article discusses the effects of the OECD Convention on Combating the Bribery of Foreign Public Officials, which was signed in 1997 and is due to be implemented by the signatory nation‐states this year. The Convention represents the expansion of legal measures to combat the bribery of foreign public officials by individuals or corporations, and it has been accompanied by the Organisation of American States’ Convention Against Corruption. Previously the Foreign Corrupt Practices Act (FCPA), which applied only to United States individuals or corporations, ‘stood alone in the world as a legal barrier to transnational bribery’ (Low, Bjorklund and Atkinson 1998:245). This article proceeds in stages to evaluate implications of the Convention. Firstly the Convention is placed in the context of the increased focus on transnational business bribery in recent years. Second, the main points of the Convention are outlined. Third, the issues and problems posed by the Convention for business are discussed. Finally some themes regarding enforcement by the relevant authorities are outlined.

During the 1990s a number of high-profile corruption cases, involving police officers engaging in serious criminal activity, merged with wider debates on police integrity. This article examines the anti-corruption strategies employed by the Metropolitan Police and Merseyside Police. Some current risk areas of corruption are examined and then the roles of dedicated anti-corruption units, preventive measures and other techniques are discussed. What appears qualitatively different about the current approach of these two services is the internal commitment which is reflected in the operations of a dedicated anti-corruption unit, the development of preventive measures and the recognition that a successful anti-corruption unit should operate in a developing system of overall ‘professional standards’. The latter includes the development of a series of managerial, organisational and procedural systems extending throughout the organisation.