Multi-Nationals and Corruption Systems: The Case of Siemens

Scholars tend to agree and evidence has shown that domestic businesses adapt to the local type of corruption, but little is known whether large multinational corporations also adapt to the local forms of corruption. Institutionalist theories of corruption and of international political economy would suggest that this would be the case, but the hypothesis has not, to our knowledge, been systematically tested. This paper, drawing on investigative materials about the activities of one such multinational, the German corporation Siemens AG, examines how it used corruption and bribery to advance its business around the world. We extrapolate from the logic of four “syndromes of corruption”, as Michael Johnston terms them, to develop specific hypotheses about the kind of behavior multinational corporations would be expected to exhibit when doing business in each of the four kinds of syndromes. We examine and compare Siemens’ activities in the United States, Italy, Russia and China. We find that Siemens did adapt to the local corruption form (or “syndrome”) and used, among others, different types of intermediaries to approach the local elites. The evidence from these case studies supports the institutionalist argument that multinationals distinguish between corrupt environments and further supports the argument that there exist different types, or syndromes, of corruption.

Multi-Nationals and Corruption Systems: The Case of Siemens

Scholars tend to agree and evidence has shown that domestic businesses adapt to the local type of corruption, but little is known whether large multinational corporations also adapt to the local forms of corruption. Institutionalist theories of corruption and of international political economy would suggest that this would be the case, but the hypothesis has not, to our knowledge, been systematically tested. This paper, drawing on investigative materials about the activities of one such multinational, the German corporation Siemens AG, examines how it used corruption and bribery to advance its business around the world. We extrapolate from the logic of four “syndromes of corruption”, as Michael Johnston terms them, to develop specific hypotheses about the kind of behavior multinational corporations would be expected to exhibit when doing business in each of the four kinds of syndromes. We examine and compare Siemens’ activities in the United States, Italy, Russia and China. We find that Siemens did adapt to the local corruption form (or “syndrome”) and used, among others, different types of intermediaries to approach the local elites. The evidence from these case studies supports the institutionalist argument that multinationals distinguish between corrupt environments and further supports the argument that there exist different types, or syndromes, of corruption.

Democracy in Decline

What is the state of global democracy? According to renowned democracy expert Professor Larry Diamond who spoke last week at Berlin’s Hertie School of Governance , democracy around the world continues to decline largely because of a lack of good governance.

During the event, chaired by ERCAS Director Alina Mungiu-Pippidi, Professor Diamond presented evidence that between 2005 and 2014, Freedom House scores (assessments of political rights and civil liberties, both of which are reported every year by the organisation) consistently declined. While 5 new democracies (Fiji, Kosovo, Madagascar, Maldives, Solomon Islands) were added to the global tally, the overall trend is shifting away from democracy.

Diamond highlighted the breakdown of democracy in Russia, Nigeria, Venezuela, Philippines, Pakistan, Bangladesh, Thailand and Kenya. In Africa, 25 nations declined in their Freedom House scores, 11 improved, and democracy overall on the continent eroded. He argued that the situation in Venezuela is continuing to deteriorate, and pointed to the incipient populist authoritarian leadership in Bolivia and Ecuador as further cause for alarm.

Shifting focus to the Middle East, Diamond looked at what he dubbed an “Arab Freeze”, arguing that the hope of the Arab Spring has in fact failed to deliver democratic gains, with the exception of Tunisia where democracy is slowly taking hold.

Why have so many democracies broken down? Diamond argues that in all instances there is a weak rule of law coupled with executive abuse of power. Many fragile or failed democracies are also quite complicated countries; they are quite ethnically or religiously or linguistically diverse.  If, as Diamond pointed out, effective institutions are not developed and if broad and inclusive political coalitions are not developed, the results (for example in Ukraine) can be disastrous. Poor economic performance can also have a detrimental effect on democracy, but Diamond argues that government performance and perception of legitimacy by citizens is sometimes as or more important than mere economic success.

With many established democracies mired in legislative deadlock, and authoritarian countries gaining global influence, there seems to be little hope of inspiring new democracies. The rise of China for example as a global economic power could have negative impacts on leaders of non-democratic states who could argue that authoritarianism has produced good economic results. On a slightly more upbeat note, Diamond did point out that there is a real possibility (even in China) of economic success leading to more citizen demands for democracy. When these happen in countries that are already high-functioning, there is a a hope for democracy taking hold.

ERCAS Hosts Berlin ECFR Scorecard Launch

ERCAS and the Hertie School of Governance hosted the European Council on Foreign Relations (ECFR) for the Berlin launch of the 2014 edition of their annual European foreign policy scorecard. ERCAS Director Professor Alina Mungiu-Pippidi introduced the event by discussing inadequate European maneuvering vis-à-vis Ukraine.

Professor Mungiu-Pippidi evoked the work of ERCAS with Ukrainian civil society coalition CHESNO and the recurrent question on the lips of young anti-corruption activists there: how many Orange revolutions does it take to get to the EU? “We have to consider what we can offer people who buy into the European normative discourse,” she said. “Nothing is more dangerous than to give the go ahead to people when you know there is no cavalry to back them up, and real politik will decide in the end. You can have one Orange revolution per week then and it’s still insufficient.”

The scorecard grades European foreign policy performance in 66 different areas: relations with the US, China, Russia, Wider Europe, Middle East/North Africa, as well as European performance in crisis management and multilateral institutions. Individual countries are also singled out as “leaders” or “slackers” depending on whether or not they help or hinder Europe’s overall interests. One impetus for starting the scorecard was to prompt a wider discussion about European foreign policy, beyond usual policy circles, and to track progress after the Lisbon treaty, however, as editorial director Hans Kundani noted, the “leaders” and “slackers” section provokes more debate than the rest of the scorecard.

On balance how effective was European foreign policy in 2013? ECFR gives Europe a B- average for relations with most regions, except Russia and claims “Foreign policy is back on the agenda.”  ECFR highlighted foreign policy successes last year in Iran and Kosovo as well as relative failures in Syria and worsening relations with Russia, and ranked France and the UK amongst the “leaders” and Germany and Greece amongst the “slackers.”

Much of the discussion in Berlin focused on Germany’s foreign policy role in the Ukraine and why the country found itself this year atop the list of “slackers”. The scorecard noted the federal elections last year as well as the fact that Germany undermined European attempts to reduce dependence on Russian oil as key reasons why it failed to impress this year.

To read more about the ECFR scorecard or do download a copy, please click here: http://www.ecfr.eu/scorecard/2014