Corruption Perception in Taiwan: reflections upon a bottom-up citizen perspective

Yu, Chilik; Chen, Chun‐Ming; Lin, Min-Wei

doi:10.1080/10670564.2012.716944

Cited by 16 publications

(9 citation statements)

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“…The second issue concerns whose opinions get picked up and at whose cost. With a few exceptions (Graycar, 2014; Jackson & Smith, 1995; van der Wal, Graycar, & Kelly, 2016), the primary focus of the literature has been on citizens (CMS, 2018; Li, Gong, & Xiao, 2016; Su, 2020; Yu, Chen, & Lin, 2013) and experts’ opinions (Song & Cheng, 2012; Thompson & Shah, 2005). Most of these extant inquiries have thus fallen short of fully capturing public officials’ perceptions.…”

Section: Background and Literature Gapsmentioning

confidence: 99%

Public sector innovation, e‐government, and anticorruption in China and India: Insights from civil servants

Yan

Vyas

2020

Aust J Public Adm

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Both China and India are adopting information and communication technologies to facilitate openness and transparency in their governments, and hence reduce corruption. Distinctive from their traditional anticorruption approaches, is the innovative e‐government approach an effective solution to corruption in these two large developing countries? This paper addresses the question through comparative in‐depth interviews with 44 mid‐ or senior‐level officials in the public sector in these two countries. The first study of its kind, our research shows that civil servants in both countries overall think positively about transparency and technology in reducing corruption. However, to what extent these innovative measures will be effective is conditional on various factors, such as political willingness, income inequality, and infrastructure readiness. What is worth noting is that the Chinese respondents were more positive regarding the role of transparency, whereas the Indian respondents were more positive about the role of technology, which may reflect the different facilitators of corruption and the constraints of anticorruption in China and India.

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Section: Background and Literature Gapsmentioning

confidence: 99%

Public sector innovation, e‐government, and anticorruption in China and India: Insights from civil servants

Yan

Vyas

2020

Aust J Public Adm

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show abstract

“…The second issue concerns whose opinions get picked up and at whose cost. With a few exceptions (Graycar, 2014;Jackson & Smith, 1995;van der Wal, Graycar, & Kelly, 2016), the primary focus of the literature has been on citizens (CMS, 2018;Li, Gong, & Xiao, 2016;Su, 2020;Yu, Chen, & Lin, 2013) and experts' opinions (Song & Cheng, 2012;Thompson & Shah, 2005). Most of these extant inquiries have thus fallen short of fully capturing public officials' perceptions.…”

Section: Background and Literature Gapsmentioning

confidence: 99%

Public Sector Innovation, E-Government, and Anticorruption in China and India: Insights from Civil Servants

Yan

Vyas

2020

SSRN Journal

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Both China and India are adopting information and communication technologies to facilitate openness and transparency in their governments, and hence reduce corruption. Distinctive from their traditional anticorruption approaches, is the innovative e-government approach an effective solution to corruption in these two large developing countries? This paper addresses the question through comparative in-depth interviews with 44 mid-or senior-level officials in the public sector in these two countries. The first study of its kind, our research shows that civil servants in both countries overall think positively about transparency and technology in reducing corruption. However, to what extent these innovative measures will be effective is conditional on various factors, such as political willingness, income inequality, and infrastructure readiness. What is worth noting is that the Chinese respondents were more positive regarding the role of transparency, whereas the Indian respondents were more positive about the role of technology, which may reflect the different facilitators of corruption and the constraints of anticorruption in China and India.

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“…Institutional corruption is a type of systemic (or endemic) corruption that covers the whole culture of a given social institution (Kempe, 2014). Corruption endangers democracy, since it largely reduces public’s truth in democratic institutions (Yu et al , 2013, p. 76). Abuses of power and inefficient decision-making processes systematize corrupt practices in the institutional setting, or more generally, in the whole societal culture (Morris, 1999, p. 627; Beresford, 2010).…”

Section: Axis Of Revolutionary Spirit/implicit Compassion: Morally Ambiguous Leaders As Revolutionary/implicitly Compassionate Saviorsmentioning

confidence: 99%

Bribery, extortion and “morally ambiguous” leadership in organizations

Dion

2020

JFC

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Purpose The purpose of this paper is to examine how four styles of “morally ambiguous” leadership could have a philosophical basis, while relatively contributing to efficiently prevent bribery and extortion in the organizational life. Design/methodology/approach The paper identifies four styles of morally ambiguous leadership in taking philosophically based representations of “sociopolitical saviors” into account: “occasionally cruel saviors” (Niccolò Machiavelli); “occasionally compassionate saviors” (Adam Smith),; “socially conformist and compassionate” saviors (David Hume); and “revolutionary and implicitly compassionate” saviors (Hannah Arendt). Morally ambiguous leaders choose paradoxical ways to assume their moral responsibility. They use paradoxical strategies to prevent bribery and extortion in the organizational life. Findings The philosophical basis of those styles of morally ambiguous leadership unveils two basic antagonisms: the antagonism between cruelty and compassion; and the antagonism between social conformism and revolutionary spirit. The axis of power (Machiavelli) does not allow any connection between both antagonisms. The axis of self-interest (Smith) shows an intermediary positioning in both antagonisms (relatively compassionate, implicitly revolutionary). The axis of social conformism/compassion (Hume) and the axis of revolutionary spirit/compassion (Arendt) make leaders deepen their paradoxical positionings about moral issues. Research limitations/implications The four styles of morally ambiguous leadership have not been empirically assessed. Moreover, the analysis of Eastern and Western philosophies could allow decision-makers to identity other philosophically based and morally ambiguous positionings about moral issues. Other philosophies could also unveil further kinds of antagonisms that could be applied to prevention strategies against bribery and extortion schemes. Originality/value The paper presents a philosophically based analysis of morally ambiguous leadership and its potential impact on prevention strategies against bribery and extortion schemes.

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Corruption Perception in Taiwan: reflections upon a bottom-up citizen perspective

Cited by 16 publications

References 0 publications

Public sector innovation, e‐government, and anticorruption in China and India: Insights from civil servants

Public sector innovation, e‐government, and anticorruption in China and India: Insights from civil servants

Public Sector Innovation, E-Government, and Anticorruption in China and India: Insights from Civil Servants

Bribery, extortion and “morally ambiguous” leadership in organizations

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