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An ‘institutional turn’ in integrity management in China (Record no. 41773)

000 -LEADER
fixed length control field 02485naa a2200253uu 4500
001 - CONTROL NUMBER
control field 2032112345041
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20191016062529.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 120321s2011 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name GONG, Ting
9 (RLIN) 46410
245 10 - TITLE STATEMENT
Title An ‘institutional turn’ in integrity management in China
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Brussels :
Name of publisher, distributor, etc. Sage,
Date of publication, distribution, etc. dec. 2011
520 3# - SUMMARY, ETC.
Summary, etc. Previous unsuccessful attempts at controlling corruption have led the Chinese government to change its strategy from campaign-style anti-corruption enforcement to institutionalized integrity management, referred to as an ‘institutional turn’ in this article. The ‘turn’ is characterized by rule-guided integrity building and manifests itself in the growth of various local integrity initiatives. Drawing on a particular case – the declaration of assets by local government officials – this article details the characteristics and mechanisms of the institutional change towards integrity management in China. In addition to a conceptual discussion of the institutional turn, the broad social and political implications beyond the turn itself are examined. As the findings of the article show, China's ongoing institutional turn towards integrity management implies a paradigm shift in understanding corruption and its changing patterns.
520 3# - SUMMARY, ETC.
Summary, etc. Points for practitioners The institutional turn towards integrity management in China has practical implications. First, integrity management is an institutionalized and rule-guided process, rather than a process of mere ideological inspiration. Second, whether covering certain specific aspects of concrete action or providing a general schema to be applied to particular circumstances, integrity management programmes should detail how a requirement is to be implemented and assessed, and what sanctions are to be imposed in cases of non-compliance. Third, integrity management relies not only on rules but also on important values, such as accountability, responsibility, transparency, and public engagement, which ensure good management of probity risks
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Improbidade Administrativa
9 (RLIN) 13132
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Bens Públicos
9 (RLIN) 12177
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element China
9 (RLIN) 13345
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
9 (RLIN) 15163
Topical term or geographic name entry element Corrupção
773 08 - HOST ITEM ENTRY
Title International Review of Administrative Sciences
Related parts 77, 4, p. 671-686
Place, publisher, and date of publication Brussels : Sage, dec. 2011
International Standard Serial Number ISSN 00208523
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20120321
Operator's initials, OID (RLIN) 1234^b
Cataloger's initials, CIN (RLIN) Geisneer
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20120409
Operator's initials, OID (RLIN) 1044^b
Cataloger's initials, CIN (RLIN) Keicielle

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