Controlling CorruptionUniversity of California Press, 7 mars 1988 - 230 pages Corruption is increasingly recognized as a preeminent problem in the developing world. Bribery, extortion, fraud, kickbacks, and collusion have resulted in retarded economies, predator elites, and political instability. In this lively and absorbing book, Robert Klitgaard provides a framework for designing anti-corruption policies, and describes through five case studies how courageous policymakers were able to control corruption. |
Table des matières
| 1 | |
Objectives | 13 |
Policy Measures | 52 |
Graft Busters When and How to Set Up an Anticorruption Agency | 98 |
Combining Internal and External Policies | 122 |
Corruption When Cultures Clash | 134 |
Implementation Strategies | 156 |
Reviewing and Extending | 190 |
Index | 211 |
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Expressions et termes fréquents
administration agents analyze anticorruption efforts anticorruption policies arreglo benefits bidders bribe bribery budget Bureau of Internal Bureaucratic Corruption Cater Chapter client collusion commissioner competition contract contractors controlling corruption corrupt activities corrupt behavior create culture Customs and Excise delivery developing countries discretion economic effective Ekpo employees example Excise Department extortion fighting corruption forms of corruption George Martin Gunnar Myrdal Hong Kong ICAC ICAC's illicit activities illicit behavior implemented important incentives investigators involved Jack Cater Justice Plana kickbacks kinds of corruption Korean measures ment Milang million nations NFO officials NFO's organization organization's payments percent Philippines police force policymakers Political Corruption Portilo principal principal-agent problem principal-agent-client procurement province punished Rafiq Shabir ration cards reduce corruption rent-seeking rewards and penalties Robert Klitgaard Ruritania Singapore social society speed money suppliers Susan Rose-Ackerman taxpayers tion U.S. Army wheat Zaire
Fréquemment cités
Page 80 - the faces round the board grew long and pale; and not another syllable of dissent was uttered. Clive redeemed his pledge. He remained in India about a year and a half; and in that short time effected one of the most extensive, difficult, and salutary reforms that ever was accomplished by any statesman....
Page 80 - He knew that, if he applied himself in earnest to the work of reformation, he should raise every bad passion in arms against him. He knew how unscrupulous, how implacable, would be the hatred of those ravenous adventurers who, having counted on accumulating in a few months fortunes sufficient to support peerages, should find all their hopes frustrated....
Page 80 - The English functionaries at Calcutta had already received from home strict orders not to accept presents from the native princes. But, eager for gain, and unaccustomed to respect the commands of their distant, ignorant, and negligent masters, they again set up the throne of Bengal for sale.
Page 56 - You got it from your father, it was all he had to give. So it's yours to use and cherish for as long as you may live. If you lose the watch he gave you, it can always be replaced. But a black mark on your name, Son, can never be erased. It was
Page 80 - Such were the circumstances under which Lord Clive sailed for the third and last time to India. In May 1765 he reached Calcutta; and he found the whole machine of government even more fearfully disorganized than he had anticipated....
Page 81 - stinted wages. It had accordingly been understood, from a very early period, that the Company's agents were at liberty to enrich themselves by their private trade. This practice had been seriously injurious to the commercial interests of the corporation....
Page 80 - At first success seemed hopeless; but soon all obstacles began to bend before that iron courage and that vehement will. The receiving of presents from the natives was rigidly prohibited. The private trade of the servants
Page 137 - If any such change caused an increase or decrease in the cost of, or the time required for, the supplier's performance.
Page 23 - must be gradually put together out of the individual parts which are taken from historical reality to make it up. Thus the final and definitive concept cannot stand at the beginning of the investigation, but must come at the end.
Page 8 - The universal reign of absolute unscrupulousness in the pursuit of selfish interests by the making of money has been a specific characteristic of precisely those countries whose bourgeois-capitalistic development, measured according to Occidental standards, has remained backward....