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Abstract

The core orientation discussed in this paper is bifurcated into two levels: the first focuses on defining the substantive relationship between transparency and corruption while elucidating the role of business ethics. This level raises critical inquiries regarding whether transparency and corruption are interconnected variables, the extent of transparency's influence on corruption, and whether transparency alone suffices to eradicate corruption or requires supplementary support. Furthermore, it examines the credibility of an organization that adopts transparency as a mere term without practical corrective actions, the role of business ethics in this context, and whether integrating ethics with transparency can genuinely enhance performance, ultimately envisioning the organizational form resulting from such endeavors. The second level pertains to the awareness, perception, culture, and personality of managers and subordinates, alongside their capacity for learning and adaptation—factors that translate into control elements shaping administrative action. Imbalances in these power dynamics often lead the dominant party to contain the weaker side, presenting significant challenges for the manager who must possess superior control points to succeed in this containment. Consequently, the paper explores the implications of a manager lacking such control points, the consequences when the controlling party exhibits unethical behavior, and the relationship between power, ethical conduct, and the various forms of administrative corruption an organization may encounter. These questions form the essence of this paper, which discusses the fundamental dimensions of power and ethics through the interactive relationship between managers and subordinates.

DOI

10.33095/jeas.v16i59.1499

Subject Area

Managerial

First Page

1

Last Page

10

Rights

http://creativecommons.org/licenses/by-nc-nd/4.0

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