Integrity Management as Interorganizational Activity: Exploring Integrity Partnerships That Keep the Wheel in Motion

Abstract

Much research on integrity management centers on the internal activities and measures individual organizations can employ to foster integrity. Using institutional and cultural theory, this article, conversely, explores how organizations can cooperate with peer organizations to manage integrity. Based on empirical research, 23 different integrity partnerships were mapped and analyzed, resulting in four categories: the integrity workshop (sharing instruments), the integrity pool (sharing capacity), the integrity forum (sharing knowledge), and the integrity megaphone (sharing influence). This categorization offers a first overview of existing forms of interorganizational cooperation in integrity management. It identifies the characteristics, practical benefits, and pitfalls of the four integrity partnership categories. It demonstrates that integrity management is not necessarily a “wheel” that organizations have to reinvent and keep in motion entirely on their own, and it provides a basis for future research in this underresearched area.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 6 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.