Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 639-658 |
| Journal | International Review of the Administrative Sciences |
| Volume | 79 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2013 |
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Towards a theory of integrity systems: a configurational approach. / Six, F.E.; Lawton, A.
In: International Review of the Administrative Sciences, Vol. 79, No. 4, 2013, p. 639-658.Research output: Contribution to Journal › Article › Academic › peer-review
TY - JOUR
T1 - Towards a theory of integrity systems: a configurational approach
AU - Six, F.E.
AU - Lawton, A.
PY - 2013
Y1 - 2013
N2 - The integrity of public officials is considered a key determinant of public trust in government and a central concept in good governance. An integrity system consists of all components, such as policies, practices, institutions and integrity guardians meant to contribute to the integrity of the organization at the heart of the integrity system. In this article we propose a theoretical model for the effectiveness of integrity systems that can be tested empirically. Six conditions are proposed as important for delivering the outcome of high integrity performance. Different configurations are expected to deliver the same outcome, because of varying developmental trajectories. Implications for further research are discussed. © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.
AB - The integrity of public officials is considered a key determinant of public trust in government and a central concept in good governance. An integrity system consists of all components, such as policies, practices, institutions and integrity guardians meant to contribute to the integrity of the organization at the heart of the integrity system. In this article we propose a theoretical model for the effectiveness of integrity systems that can be tested empirically. Six conditions are proposed as important for delivering the outcome of high integrity performance. Different configurations are expected to deliver the same outcome, because of varying developmental trajectories. Implications for further research are discussed. © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.
U2 - 10.1177/0020852313501124
DO - 10.1177/0020852313501124
M3 - Article
VL - 79
SP - 639
EP - 658
JO - International Review of the Administrative Sciences
JF - International Review of the Administrative Sciences
SN - 0020-8523
IS - 4
ER -