What does this research mean for the field?

Organizational integrity failures often result from a 'compliance façade' created by systemic imbalances, where organizations over-invest in formal rules and metrics while under-investing in ethical culture and interactive dialogue. Novelty: ClaimNovelty.NOVEL_FINDING. Consensus alignment: ConsensusAlignment.NEUTRAL.

What question did this study set out to answer?

To examine why integrity management systems often fail in formalized organizations and propose a meso-level framework for identifying systemic imbalances across organizational control levers.

September 10, 2026ENLIGHTEN (Jurnal Bimbingan dan Konseling Islam)Open Access

Systemic Imbalances in Integrity Management Systems: A Meso‐Level Framework From Four Corruption Scandals

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Authors

GKGeorgios Kominis ADAdina Dudau AFAlvise Favotto

Discussion

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Overview

Comparative case analysis reveals systemic control imbalances across four major corruption scandals, highlighting how heavy reliance on compliance rules creates ineffective integrity façades.

Key Points

To examine why integrity management systems often fail in formalized organizations and propose a meso-level framework for identifying systemic imbalances across organizational control levers.
Conducted an explanatory, multi-case study examining four major corruption scandals across infrastructure, defense, healthcare, and banking in the UK, Italy, Greece, and the Nordic–Baltic region.
Compiled and triangulated cross-sectoral qualitative data using systematic web scraping.
Applied a framework grounded in systems theory and management control literature to evaluate belief, boundary, diagnostic, and interactive control levers.
Demonstrated that catastrophic integrity failures stem from systemic imbalances among control levers rather than a simple lack of formal compliance rules.
Identified a recurring organizational bias toward boundary and diagnostic systems (rules, checklists, and monitoring) alongside chronic under-investment in belief and interactive systems (ethical culture, open dialogue, and learning).
Characterized this structural imbalance as a compliance façade that appears robust on paper but remains weakly integrated into actual organizational behavior.

Cite This Study

Kominis et al. (2026) studied this question.

synapsesocial.com/papers/6aa27a2a58559d80afc72d97 https://doi.org/10.1111/rego.70201

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September 10, 2026ENLIGHTEN (Jurnal Bimbingan dan Konseling Islam)Open Access

Systemic Imbalances in Integrity Management Systems: A Meso‐Level Framework From Four Corruption Scandals

View Full Paper

Ask AI

Bookmark

Authors

GKGeorgios Kominis ADAdina Dudau AFAlvise Favotto

Discussion

Member takes

Overview

Comparative case analysis reveals systemic control imbalances across four major corruption scandals, highlighting how heavy reliance on compliance rules creates ineffective integrity façades.

Key Points

To examine why integrity management systems often fail in formalized organizations and propose a meso-level framework for identifying systemic imbalances across organizational control levers.
Conducted an explanatory, multi-case study examining four major corruption scandals across infrastructure, defense, healthcare, and banking in the UK, Italy, Greece, and the Nordic–Baltic region.
Compiled and triangulated cross-sectoral qualitative data using systematic web scraping.
Applied a framework grounded in systems theory and management control literature to evaluate belief, boundary, diagnostic, and interactive control levers.
Demonstrated that catastrophic integrity failures stem from systemic imbalances among control levers rather than a simple lack of formal compliance rules.
Identified a recurring organizational bias toward boundary and diagnostic systems (rules, checklists, and monitoring) alongside chronic under-investment in belief and interactive systems (ethical culture, open dialogue, and learning).
Characterized this structural imbalance as a compliance façade that appears robust on paper but remains weakly integrated into actual organizational behavior.

Cite This Study

Kominis et al. (2026) studied this question.

synapsesocial.com/papers/6aa27a2a58559d80afc72d97 https://doi.org/10.1111/rego.70201

View Full Paper

Ask AI

Bookmark