Creating the right environment to reduce corruption. Positive effects of public service motivation and commitment, negative effects of extrinsic motivators and transactional exchanges.

Bringing the general approaches to reduce corruption to the individual and organizational level reveals a lack of evidence regarding how public management literature can decrease corruption among public servants. Using... [ view full abstract ]

Bringing the general approaches to reduce corruption to the individual and organizational level reveals a lack of evidence regarding how public management literature can decrease corruption among public servants. Using individual-level micro evidence, the analysis suggests that public service motivation and organizational commitment are negatively associated with corruption. By contrast, extrinsic motivations and transactional leadership are positively associated with corruption. Moreover, although no direct effects of transformational leadership and discretion, interaction effects show that when employees have a high level of public service motivation and low of extrinsic motivations, then discretion is negatively associated with corruption.