RIS ID
16438
Abstract
An international cricket match-fixing scandal in 2000, the biggest crisis in the game’s 250 year history, disclosed corruption by many players and officials that cricket authorities had failed to address for a decade. Analysis of the case has revealed that institutional-wide behavior, conceptualized as the phenomenon of a ‘nexus of silence’, occurs in organizations and institutions where authorities decide to hide, rather than control, unethical behavior. This paper presents a substantive theory of a ‘nexus of silence’, developing current literature on organizational silence and organizational hypocrisy. Discussion on the applicability of a ‘nexus of silence’ to management theory and directions for future research completes the paper.
Publication Details
Gross, M. (2006). ''Not cricket'': A ''nexus of silence'' over the cricket match-fixing scandal. In J. Kennedy & L. Di Milia (Eds.), Proceedings of the Australian and New Zealand Academy of Management Conference (pp. 1-22). Rockhampton, Australia: Australian and New Zealand Academy of Management.