A comparative study between the University Miguel Hernández of Elche and the University of Palermo: anti-corruption compliance policies and organizational change

Abstract

The aim of this study is to find out how aware the employees of the University of Palermo and the Miguel Hernández University of Elche are of the corruption prevention measures adopted by their respective institutions, and to hypothesize an organizational change activity with respect to these measures or the implementation of new ones. Specifically, the selected administrative employees of both universities were asked: whether they consider the measures implemented by the university to be effective; whether they have found them useful in the exercise of their activities; whether the training activities have been effective or whether they think more training is needed; whether they are aware of the complaints channel and how protected they feel by the system in place; whether these measures make the procedures slower and less effective; whether they think that a change in this sense can only come through an appropriate organizational culture. For this purpose, a questionnaire was administered to a sample of administrative managers of both universities. To ensure that the answers were honestly and reliably expressed, the administration was carried out anonymously. The main factors to take into account are, firstly, that although the University of Palermo tended to obtain positive results, the responses are approximately one third of those provided by the University of Miguel Hernández. In the latter case, a strong willingness to engage in a change activity emerged, as well as a number of leads for possible new support activities. The results are a particularly important starting point and emphasize the need for a different approach. In particular, two different models of organizational change were proposed, with reference to the models suggested by Schein and Kotter, as well as ways of dealing with possible resistance to change.