The purpose of this article is to understand if Job Rotation (JR)/Organizational Development
(OD)-oriented strategies are compatible with JR strategies to curb Organizational Corruption
(OC), as these strategies seem to indicate an apparent contradiction. To this end, the paper is
structured as follows. Firstly, the main points of JR-Theory in organizational studies are displayed.
Subsequently, JR-Theory in organizational anti-corruption is more deeply explored. At
the end of the review, the research question is proposed in the methodological section. The
two sections after that are devoted to answering this question. The first of which examines the
laws and documents of the National Anti‐Corruption Agency (ANAC) on JR-based anti-corruption
policies in Italian public administrations. In the second section, some cases reported in
the ANAC documents are analyzed. The results seem to suggest we can positively answer the
research question, even if further research is needed. The theoretical contributions, managerial
implications, limitations and future research are highlighted in the last sectio