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Compliance culture: A conceptual framework

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  • Interligi, Lisa

Abstract

Regulatory reforms and changing community expectations about organizational behaviour have increased the emphasis on the role of culture in organizational compliance. This conceptual paper proposes a framework that captures the complexities of the relationship between compliance and culture by drawing from two theories relevant to organizational culture: Neo-Institutional Theory and the Competing Values Model. By integrating elements of these theories, three core dimensions of compliance culture are identified: legitimacy, permeability and control. These core dimensions provide for a pluralist approach to theorising around compliance culture. In addition to its theoretical contribution, the paper concludes that there may be practical utility in linking organizational compliance outcomes with performance on the three core dimensions. It is also suggested that compliance culture profiles using these dimensions may be used to predict how organisations might need to respond to regulatory reforms.

Suggested Citation

  • Interligi, Lisa, 2010. "Compliance culture: A conceptual framework," Journal of Management & Organization, Cambridge University Press, vol. 16(2), pages 235-249, May.
    • Handle: RePEc:cup:jomorg:v:16:y:2010:i:02:p:235-249_00
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    Cited by:

    1. Wendy Mason Burdon & Mohamed Karim Sorour, 2020. "Institutional Theory and Evolution of ‘A Legitimate’ Compliance Culture: The Case of the UK Financial Service Sector," Journal of Business Ethics, Springer, vol. 162(1), pages 47-80, February.
    2. Mohammad A. Rickaby & Jacqueline Glass & Scott Fernie, 2020. "Conceptualizing the Relationship between Personal Values and Sustainability—A TMO Case Study," Administrative Sciences, MDPI, vol. 10(1), pages 1-22, March.
    3. Paagman, Arnaud & Tate, Mary & Furtmueller, Elfi & de Bloom, Jessica, 2015. "An integrative literature review and empirical validation of motives for introducing shared services in government organizations," International Journal of Information Management, Elsevier, vol. 35(1), pages 110-123.
    4. Benjamin Van Rooij & Adam Fine, 2018. "Toxic Corporate Culture: Assessing Organizational Processes of Deviancy," Administrative Sciences, MDPI, vol. 8(3), pages 1-38, June.
    5. Lonneke Dubbelt & Janneke Oostrom & Annemarie Hiemstra & Joost Modderman, 2015. "Validation of a Digital Work Simulation to Assess Machiavellianism and Compliant Behavior," Journal of Business Ethics, Springer, vol. 130(3), pages 619-637, September.

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