The Corruption Curve: How Newcomers in Indonesia's Corporations Lose Their Way

Organizational members within corrupt entities often justify unethical practices in business environments. Lower and mid-level management frequently resort to bribes, viewed as acceptable means to achieve targets set by top management. Consequently, newcomers in lower management learn and adhere to these entrenched philosophies, assimilating into the corrupt culture. The hierarchical nature of organizations mandates obedience to leadership directives, legitimizing bribery as a normative business practice. This transition marks the journey from innocent newcomer to corrupted veteran. This study investigates the mechanisms by which newcomers, initially ethical, find themselves embroiled in organized corruption. To gain a comprehensive understanding of newcomers' experiences with illegal practices, the research employs a phenomenological qualitative approach through in-depth interviews with young employees who have first-hand involvement in instances of bribery within Indonesian businesses. Recruiting participants involved diverse organizational roles within various industries, allowing for a rich exploration of the interplay between individual morals and collective organizational practices. The analysis of these narratives reveals that newcomers, facing considerable competitive pressures in a challenging market, often feel compelled to demonstrate loyalty to seasoned colleagues engaged in corrupt practices. Newcomers, fearing job loss, often follow their more experienced colleagues, who employ various tactics to maximize success and financial rewards. As they internalize the notion that success hinges on these unethical behaviors, many perceive their involvement as vital to their job security, leading to a systemic acceptance of corruption within the organizational culture. As corporate corruption becomes routine, organizational members engage in corrupt practices without question or criticism. Newcomers, motivated to overcome their initial hesitations, may eventually ignore their moral dilemmas and accept unethical conduct as routine and unremarkable. This study highlights the critical need for comprehensive anti-corruption strategies that address systemic issues within organizational cultures.