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Overview

The author examines the perception that information technology (IT) can be used to stamp out corruption in organisations. Using examples of corrupt practices, he argues that, invariably, development managers should consider the underlying organisational and environmental causes of corruption rather than seeing the introduction of IT systems as a solution in itself. This article also appears in the Development in Practice Reader Development and Management.

This article is hosted by our co-publisher Taylor & Francis.

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DOI

10.1080/09614529953359

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