Linked e-resources
Details
Table of Contents
Table of contents; List of Tables; List of Figures; List of Abbreviations; Danksagung; Abstract; 1 INTRODUCTION; 2 THEORETICAL BACKGROUND. SELF-INTEREST AS A MEANS OF PREVENTING CORRUPTION; 2.1 Corruption as a Societal Challenge in the 21st Century; 2.1.1 Delimiting Corruption; 2.1.2 Defini ng Corruption; 2.1.3 Categorizing Corruption; 2.1.4 Conceptualizing Corruption; 2.1.4.1 Corruption as a Principal-Agent Problem; 2.1.4.2 Corruption as a Collective Action Problem; 2.1.4.3 Corruption from an Order Ethics' Perspective; 2.1.5 Assessing Corruption; 2.1.5.1 Macro Effects; 2.1.5.2 Micro Effects.
2.1.5.3 Quantification of the Effects of Corruption2.2 Coordinated Governance Initiatives as a New Approach for Curbing Corruption; 2.2.1 International Anti-Corruption Eff orts in Historical Perspective; 2.2.1.1 Intergovernmental Cooperation: Anti-Corruption Conventions and Treaties ('Hard Law'); 2.2.1.2 Increasing Participation of the Private Sector: Non-Binding Guide-lines and Codes of Conduct ('Soft Law'); 2.2.2 Overcoming the Governance Gap; 2.2.3 Governance Structure and Overview of Coordinated Governance Initiatives; 2.2.4 Potential Success Factors of Coordinated Governance Initiatives.
2.2.5 Empirical Basis for the Assessment of Anti-Corruption Initiatives2.3 Summary; 3 METHODOLOGICAL APPROACH; 3.1 Problem Statement and Research Aims; 3.2 Research Paradigm and Strategy; 3.3 Research Design: Multiple-Case Study Design; 3.4 Purposive Sampling: Case Selection; 3.5 Data Collection: Interviews and Documents; 3.6 Data Analysis: Template Analysis; 3.7 Limitations of the Multiple-Case Study; 4 MULTIPLE-CASE STUDY ANALYSIS; 4.1 EMB Case; 4.1.1 Profile, Origin, and Sector Characteristics; 4.1.1.1 Origins: Corruption Scandal in the Bavarian Construction Sector.
4.1.1.2 Competitive Structure and Ethical Risks in the Construction Sector4.1.2 Organizational Set-up and Operational Procedures; 4.1.2.1 EMB Governance and Funding; 4.1.2.2 The EMB Commitment Process: Four Binding Elements; 4.1.3 Success Factors
General View; 4.1.4 Embeddedness in an Established Institutional Framework; 4.1.5 Highly Committed Participants; 4.1.6 Lean Governance Structure; 4.1.7 Repeated External Audits; 4.1.8 Competitive Advantages; 4.2 EITI Case; 4.2.1 Profile, Origin, and Sector Characteristics; 4.2.1.1 Origins: The Resource Curse and the Role of Civil Society.
4.2.1.2 Legal Framework of the Extractive Industry4.2.2 Organizational Set-up and Operational Procedures; 4.2.2.1 EITI Governance and Governing Bodies; 4.2.2.2 International Supporters and EITI Funding; 4.2.2.3 The EITI Commitment Process: From Candidature to Compliance; 4.2.3 Success Factors
General View; 4.2.4 Supportive Institutional Framework; 4.2.5 Representation of Diverse Interests; 4.2.6 Narrow Scope of Objectives; 4.2.7 Flexible Governance Structure; 4.2.8 Ability to Enforce Rules; 4.2.9 Country-Ownership; 4.3 MACN Case; 4.3.1 Profile, Origin, and Sector Characteristics.
2.1.5.3 Quantification of the Effects of Corruption2.2 Coordinated Governance Initiatives as a New Approach for Curbing Corruption; 2.2.1 International Anti-Corruption Eff orts in Historical Perspective; 2.2.1.1 Intergovernmental Cooperation: Anti-Corruption Conventions and Treaties ('Hard Law'); 2.2.1.2 Increasing Participation of the Private Sector: Non-Binding Guide-lines and Codes of Conduct ('Soft Law'); 2.2.2 Overcoming the Governance Gap; 2.2.3 Governance Structure and Overview of Coordinated Governance Initiatives; 2.2.4 Potential Success Factors of Coordinated Governance Initiatives.
2.2.5 Empirical Basis for the Assessment of Anti-Corruption Initiatives2.3 Summary; 3 METHODOLOGICAL APPROACH; 3.1 Problem Statement and Research Aims; 3.2 Research Paradigm and Strategy; 3.3 Research Design: Multiple-Case Study Design; 3.4 Purposive Sampling: Case Selection; 3.5 Data Collection: Interviews and Documents; 3.6 Data Analysis: Template Analysis; 3.7 Limitations of the Multiple-Case Study; 4 MULTIPLE-CASE STUDY ANALYSIS; 4.1 EMB Case; 4.1.1 Profile, Origin, and Sector Characteristics; 4.1.1.1 Origins: Corruption Scandal in the Bavarian Construction Sector.
4.1.1.2 Competitive Structure and Ethical Risks in the Construction Sector4.1.2 Organizational Set-up and Operational Procedures; 4.1.2.1 EMB Governance and Funding; 4.1.2.2 The EMB Commitment Process: Four Binding Elements; 4.1.3 Success Factors
General View; 4.1.4 Embeddedness in an Established Institutional Framework; 4.1.5 Highly Committed Participants; 4.1.6 Lean Governance Structure; 4.1.7 Repeated External Audits; 4.1.8 Competitive Advantages; 4.2 EITI Case; 4.2.1 Profile, Origin, and Sector Characteristics; 4.2.1.1 Origins: The Resource Curse and the Role of Civil Society.
4.2.1.2 Legal Framework of the Extractive Industry4.2.2 Organizational Set-up and Operational Procedures; 4.2.2.1 EITI Governance and Governing Bodies; 4.2.2.2 International Supporters and EITI Funding; 4.2.2.3 The EITI Commitment Process: From Candidature to Compliance; 4.2.3 Success Factors
General View; 4.2.4 Supportive Institutional Framework; 4.2.5 Representation of Diverse Interests; 4.2.6 Narrow Scope of Objectives; 4.2.7 Flexible Governance Structure; 4.2.8 Ability to Enforce Rules; 4.2.9 Country-Ownership; 4.3 MACN Case; 4.3.1 Profile, Origin, and Sector Characteristics.