This paper explores the understanding, application and utility of integrity at an organisational level to assist in bridging the gap between the notion and application of the concept. Integrity is one of the most touted values in business, yet well-documented failures of organisations lacking integrity continue to play out with often disastrous consequences. Such recurrence highlights this gap.
An explorative study using semi-structured interviews with managers from a range of industries was conducted to assess their views, practices and experiences. The study focused on organisations that claimed integrity as a value.
The results reveal moral behaviour as the underlying foundation across a range of definitions. They also show that the perspectives of objects and systems are important to, and interdependent of, an organisation s integrity. Leader-driven practices focus on encouraging dialogue and transparency, with scenario-based discussions generating awareness of situational risks.
While a principles-based approach to codes of conduct and acknowledging mistakes facilitates greater transparency, creating a safe space for discussion of different views provides an avenue to deal with tension between personal and organisational values. Should an organisation s integrity be compromised, this study shows that repairing it requires quick action, acknowledgement, transparency and accountability while preventing recurrence to maintain trust.
Mini-disseration (MBA)--University of Pretoria, 2015.