Please use this identifier to cite or link to this item: http://hdl.handle.net/20.500.11861/4565
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dc.contributor.authorDr. PENG Zhengmin, Kellyen_US
dc.contributor.authorMao, Yinaen_US
dc.contributor.authorWong, Chi-Sumen_US
dc.date.accessioned2017-11-06T08:38:55Z-
dc.date.available2017-11-06T08:38:55Z-
dc.date.issued2013-
dc.identifier.citationAsia Pacific Journal of Management, Dec 2013, vol. 30(4), pp. 1115-1124.en_US
dc.identifier.issn0217-4561-
dc.identifier.urihttp://hdl.handle.net/20.500.11861/4565-
dc.description.abstractThe literature on corruption has seldom analyzed how institutional changes and the management of anti-corruption agencies could affect the success in transforming a relatively corrupted society into a cleaner one. Using the institutional changes of Hong Kong after the establishment of its anti-corruption agency in 1974, we identify the key changes in its institutional environment and the management of the agency that led to its success. We discuss the possibility that this experience can be generablizable to other societies such as the China Mainland.en_US
dc.language.isoenen_US
dc.relation.ispartofAsia Pacific Journal of Managementen_US
dc.titleBreaking institutionalized corruption: Is the experience of the Hong Kong independent commission against corruption generalizable?en_US
dc.typePeer Reviewed Journal Articleen_US
dc.identifier.doi10.1007/s10490-013-9351-y-
crisitem.author.deptDepartment of Business Administration-
item.fulltextNo Fulltext-
Appears in Collections:Business Administration - Publication
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