Abstract
Focusing on organizational integrity and trying to understand the differences between talk and action in an organization, we have to find out, first of all, whether such differences actually exist. Secondly, we must ask about the extent of these differences, and, thirdly, identify the reasons that are responsible for these differences. Finally, we should establish whether these differences might increase the risk of misconduct and corruption and how this can be counteracted. Ultimately, this means: how can organizational tools help us to reduce this risk.
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- 1.
In Germany, community coexistence is also marked by the principle of reciprocity. In interpersonal contacts, people tend to do good to others so as to receive good in return. Hence, many people feel an inner urge to express their thanks with a gift when someone has done them a favor. When administrative staff reject such gifts, the citizens often show a lack of comprehension. The example of the legal regulation of accepting advantage clearly illustrates that legality and legitimacy may diverge widely in society (cf. Stark 2015).
- 2.
In these cases, German administrative law knows the tool of partiality. The staff member can declare himself partial and hand the case over to a colleague. In practice, however, this regulation is very rarely used, especially as it is less practical in smaller authorities.
- 3.
Traditionally, the population (the donor side) distinguishes according to professional groups. For instance, donations or more significantly non-monetary gifts are mostly given to nursing staff, fire-fighters, garbage collectors or teachers. In contrast, most people know that it is not allowed to present a gift to a policeman, an employee at the building authorities, or a prosecutor.
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Stark, C. (2019). Case Study: Organizational Integrity in Five German Cities. In: Organizational Integrity. SpringerBriefs in Business. Springer, Cham. https://doi.org/10.1007/978-3-319-94087-8_3
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