Value-based Integrity Management and Bureaucratic Organizations : Changing the Mix

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

5 Scopus Citations
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Author(s)

  • Brian Brewer
  • Joan Y H Leung
  • Ian Scott

Related Research Unit(s)

Detail(s)

Original languageEnglish
Pages (from-to)390-410
Journal / PublicationInternational Public Management Journal
Volume18
Issue number3
Online published12 Aug 2015
Publication statusPublished - 2015

Abstract

This article examines integrity management initiatives designed to introduce more value-based elements in public bureaucracies. Incorporating value-based practices, which emphasize the personal ethical responsibilities of individual public servants, into a hierarchical, rule-based system may present difficult organizational problems. A central issue is to determine whether any change has actually occurred or whether the organization is simply functioning as it did previously. In addition, there are problems of implementation: new value-based initiatives may conflict with the pre-existing system; they may not be adequately reflected in training programs; and there may be differential impacts on departments and agencies. We analyze problems in this new organizational mix in a classical Weberian bureaucracy, the Hong Kong civil service. The findings are based on a 2011–2012 administrative ethics survey of 355 senior public servants, a separate survey of 70 Ethics Officers, and semi-structured interviews with 32 senior public servants.

Citation Format(s)

Value-based Integrity Management and Bureaucratic Organizations : Changing the Mix. / Brewer, Brian; Leung, Joan Y H; Scott, Ian.

In: International Public Management Journal, Vol. 18, No. 3, 2015, p. 390-410.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review