ABSTRACT

It is a widely shared view that corrupt practices undermine the main objectives of procurement processes. The problem is admittedly more widespread than what emerges for the hard evidence gathered by means of investigations or whistleblowing. 1 However intuitive to the layperson, the word ‘corruption’ may have so many, often misleading, shades so that an operational definition is needed. According to Transparency International (2006), ‘corruption’ describes ‘the misuse of entrusted power for private gain’, where ‘private gain’ should be interpreted widely, including ‘gains accruing i.e. to an economic actor’s close family members, political party and in some cases to an independent organization or charitable institution in which the economic actor has a financial or social interest’. 2