Providing a Conceptual Framework for Explaining Organizational Resilience against Corruption in the Governmental Economic Organizations, Inspired by Critical Realist Ontology

Document Type : Research Paper

Authors

1 Ph.D., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.

2 Prof., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.

3 Prof., Department of Applied Economics, Faculty of Economics, University of Tehran, Tehran, Iran.

4 Assistance Prof., Department of Business, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran.

Abstract

Objective: This study sought to establish a conceptual framework for explaining organizational resilience against corruption in Iranian governmental economic organizations.
Methods: Glaserian emerging grounded theory method was used to identify factors of organizational resilience against corruption as a new concept in literature. In order to find a deeper understanding of the concept and its generative factors in three layers (event, mechanism, and structure), in an integrated framework, the critical realistic ontology was used.
Results: "Anticipating", "monitoring", "response", "reassurance", "reducing impacts of corruption on staff", and "improvement" were recognized as principal categories in the empirical layer. Categories of "intelligence and dynamic organism", "strong control" and "resilient staff" were recognized as generative mechanisms in the actual layer. Categories of "open system", "organizational culture" and "attitude to corruption and reform" were recognized as structures in the real layer. These 12 factors with other conditional factors shape organizational resilience against corruption.
Conclusion: According to these categories, organizational resilience against corruption is a meta-capability that includes what organizations should have and do before, during, and after corruption.

Keywords

References

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Journal of Public Administration
Volume 14, Issue 1
2022
Pages 4-28

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