See no Evil, Hear no Evil? Assessing Corruption Risk Perceptions and Strategies of Victorian Public Bodies

'This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving'. © 2015 Institute of Public Administration Australia.This paper critically examines qualitative survey data from 36 Victorian public sector bodies on their perceptions of corruption risks, and strategies to mitigate these risks, as well as the integrity mechanisms in place. The findings indicate that even though corruption does not seem to be prevalent in these bodies it is not on their radar either, though fraud prevention was significantly present. The paper identifies international best practices of integrity management and inculcation of public service ethos in developed countries, and stresses three vital elements or pillars that combine both the ‘values’ and ‘compliance’ based approaches. These pillars are as follows: (1) specific corruption prevention programs and strategies that are additional to but complement existing anti-fraud programs; (2) targeted anti-corruption training, both for employees and for the public; and (3) effective leadership engagement and commitment to an ethical culture (Tone at the Top)

Comparative Studies in Public Administration:Intellectual Challenges and Alternative Perspectives

In the current age of globalization, there is a greater need for comparative studies in public administration to explore cross-national variations in adopting new global models. Many of the major challenges impeding the intellectual promises of earlier waves of comparative administration continue to affect the contemporary state of the field. As a part of the PAR Symposium on Comparative Public Administration, this short article explores the ideational, epistemological, structural, and institutional challenges to comparative administration and briefly suggests some remedial alternatives

Comparative Public Administration in a Globalized World:Moving Beyond Standard Assumptions Toward Increased Understanding

Today's globalized world calls for a deeper understanding of how and why administrative practices differ across regions and what that means for theory and practice. However, empirical comparative studies in public administration incorporating local and regional particularities in their design, constructs, and interpretation of results are scarce, with the exception of studies on specific constructs such as public service motivation, professional values, and emerging approaches to non-Western public administration. Consistently, scholars engaged in comparative studies highlight theoretical, methodological, and empirical difficulties in comparing public agencies, employees, and practices as the research instruments and assumptions used often originate from Western countries. Thus, there is a serious need today for adopting more context-sensitive and balanced approaches to advance our scholarly understanding of systems and practices in different regions. This symposium aims to advance comparative public administration by bringing together novel empirical comparative contributions from scholars from different parts of the world

Competing values in public management

The main objective of the article is to review relevant literature on (competing) public values in public management and to present a number of perspectives on how to deal with value conflicts in different administrative settings and contexts. We start this symposium with the assumption that value conflicts are prevalent, the public context can be characterized by value pluralism, and instrumental rationality does not seem to be the most useful to understand or improve value conflicts in public governance. This begs the question: what is the best way to study and manage value conflicts? The contributions to this symposium issue approach value conflicts in public governance from different perspectives, within different countries and different administrative and management systems, hoping to contribute to the debate on how to deal with important yet conflicting public values in public management, without pretending to offer a conclusive strategy or approach. This introductory article also presents and reviews the contributions to this symposium issue. © 2011 Taylor & Francis

Small Countries, Big Performers: In search of Shared Strategic Public Sector HRM Practices in Successful Small Countries

10.1080/01900692.2015.1122038International Journal of Public Administration405443-45

Reforming while maintaining job security: a goodidea? The case of the Kazakhstani public service

10.1080/25741292.2019.1679431Policy Design and Practic

Public Service Motivation: Global Knowledge, Regional Perspective

10.1080/23276665.2022.2101011Asia Pacific Journal of Public Administration443191-19

Are Asian Public Affairs Students Different?Comparing Job Sector Attitudes and Sector Preference Between Public Affairs Students at an Asian and Dutch University

10.1080/15236803.2019.1700091Journal of Public Affairs Education2602150-17