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Perception of corruption as a business obstacle, generalized trust and relation centrism in low- and middle-income nations: the moderating influence of governance

Olarewaju, Tolu; Pawan Tamvada, Jagannadha; McDowall-Emefiele, Sharin; Swaray, Raymond

Authors

Jagannadha Pawan Tamvada

Sharin McDowall-Emefiele

Raymond Swaray



Abstract

We examine regional differences in how generalized trust and relation centrism influence how 16,785 firms across 20 lower- and middle-income countries perceive corruption as a business obstacle. Using the machine learning method LASSO, our empirical findings indicate that higher out-group generalized trust is associated with increased perceptions of corruption hindering business operations. Conversely, higher in-group friend centrism aligns with reduced perceptions of corruption as an obstacle. Interestingly, regional disparities highlight that family centrism generally outweighs friend centrism in firms' perceptions of corruption obstacles. Furthermore, while legal institutional and regulatory quality partly mitigate this effect, political stability consistently plays the most significant role in weakening this association.

Citation

Olarewaju, T., Pawan Tamvada, J., McDowall-Emefiele, S., & Swaray, R. (2024). Perception of corruption as a business obstacle, generalized trust and relation centrism in low- and middle-income nations: the moderating influence of governance. Review of Managerial Science, https://doi.org/10.1007/s11846-024-00802-9

Journal Article Type Article
Acceptance Date Aug 20, 2024
Online Publication Date Aug 28, 2024
Publication Date Aug 28, 2024
Deposit Date Aug 28, 2024
Publicly Available Date Aug 29, 2024
Journal Review of Managerial Science
Print ISSN 1863-6683
Electronic ISSN 1863-6691
Publisher Springer Verlag
Peer Reviewed Peer Reviewed
DOI https://doi.org/10.1007/s11846-024-00802-9
Keywords Business; Corruption; Governance; Norms; Social; Values; M1; D73; G3; A13
Public URL https://keele-repository.worktribe.com/output/889308
Publisher URL https://link.springer.com/article/10.1007/s11846-024-00802-9

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The version of record of this article, first published in Review of Managerial Science, is available online at Publisher’s website: http://dx.doi.org/10.1007/s11846-024-00802-9

This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this
article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.


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Copyright Statement
The version of record of this article, first published in Review of Managerial Science, is available online at Publisher’s website: http://dx.doi.org/10.1007/s11846-024-00802-9

This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this
article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.


AAM no title page (786 Kb)
PDF

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https://creativecommons.org/licenses/by/4.0/

Copyright Statement
The version of record of this article, first published in Review of Managerial Science, is available online at Publisher’s website: http://dx.doi.org/10.1007/s11846-024-00802-9

This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this
article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/.





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