Public Money & Management We Invite You to Submit

Now Welcoming Submissions for a Special Issue on Fraud and Financial Crime in the Public Sector

Public Money & Management

Fraud and financial crime, whether bribery, misappropriation, embezzlement, fraud, money laundering etc., operates in environments where opacity, conflict-of-interest, weak audit, lack of oversight and accountability, inadequate procedures and control environments, ineffectual whistleblowing arrangements, and weak organizational cultures are present. Fraud and financial crime also benefit from the failure of agencies to enforce laws, undertake joined-up working and impose sanctions, as well as from the absence of realistic and realizable strategies and effective approaches to risk, ethics, prevention and non-prioritization of holistic responses. Fraud and financial crime may be perpetrated by senior and junior management, political élites, public officials—acting as ‘lone wolves’ or in subcultures—and, increasingly, organized crime. Levels, patterns and dynamic of fraud and financial crime are also influenced by a spectrum of policies, agendas, and innovations, from the universality of online-based financial and other activities to the impact of New Public Management (NPM) and changes in society in general.

While not endemic or systemic in countries such as the UK, all aspects of fraud and financial crime present threats and challenges that may have not been anticipated decades ago, with public sector fraud listed as a key threat by the UK’s National Crime Agency’s annual threat assessment. The issues are identified elsewhere; responses in other European countries range from a new anti-corruption agency in France to a dedicated Dutch National Integrity Office, while transitional and lesser developing states are beneficiaries of significant public sector reform projects where fraud and financial crime is an integral risk.

All these issues challenge academic researchers and practitioners in both empirical and empirically-informed normative contexts. These include analysis of the causes and consequences of such crimes; the success or otherwise of experiences and approaches to their control; who owns the process; what are the balances between prevention and investigation, and what are the political and other influences that promote particular controls and non-controls; where should the strategic responses be focused and how can they be made to be cost-effective, sustainable and complementary to wider governance and ethical environments. The focus will include learning from practice at national and international levels, and integrated responses that rise above the traditional technical and compliance approaches.

Contributions from UK and international academics and practitioners are invited for this PMM theme, where policy, evidential and practical aspects of fraud and financial crime control are all sought. Topics to be covered in the PMM theme may include:

  • The threat, risk and impact of aspects of fraud and financial crime.
  • The changing dynamics of fraud and financial crime within the public sector.
  • Law enforcement, prosecution and asset recovery; changing approaches to investigations and sanctions.
  • Cyber-crime and organized crime and other emerging threats.
  • Compliance, ethics and governance; divergent or convergent approaches to institutional approaches to prevention.
  • Organizational and strategic responses; efficiency and effectiveness of implementation, and questions of ownership, oversight and ensuring delivery.
  • Performance; measuring levels and types of financial crime and the effectiveness of responses.

Submission Instructions

PMM publishes 7000-word research papers, 2500-word new development articles, and 1000-word debate articles. See the journal’s website for more information about preparing a paper for PMM. Research papers will be double blind refereed. Papers for consideration should be submitted direct to one or both of the guest editors by 1 October 2018: Alan Doig and Michael Levi.

Editorial information

  • Guest Editor: Alan Doig, Newcastle Business School, Northumbria University
  • Guest Editor: Michael Levi, School of Social Sciences, Cardiff University