CHAPTER FIVE

SUMMARY AND CONCLUSION

5.1.

Introduction

This chapter concludes the discussion on the data analysis and findings which have been
provided in Chapter four. Therefore, this chapter looks into discussion and argument of the
study. Moreover, this chapter presents the summary of findings, contribution of the study to
the researcher and practitioner, limitation of the study and suggestion for future research.
5.2.

Summary of the findings

Corruption is an important issue in each country around the world. It has become a topic on
the minds of the Malaysian public and is of great concern to everyone. The fight against
corruption mostly fell in the responsibility of anti-corruption agency. However, there is a rise
around the world to focus on collaboration in combating corruption. For instance, South
Korea, Brazil and Norway realised that the efforts of a single agency might not be sufficient
to tackle corruption. Given that the purpose of this study is to determine the factors on
successful implementation in public sector collaboration to fight corruption, thus this study
examines the three factors which are top management support, competency and political
will.
Three hypotheses were developed to examine whether the top management support,
competency and political will have significant relationship towards successful implementation
in public sector collaboration to fight corruption. The first hypothesis was developed to
examine the significant relationship of top management support towards successful
implementation in public sector collaboration to fight corruption. From the findings, the
results found out that top management support had a significant relationship with successful
implementation in public sector collaboration to fight corruption. Support from top
management level in the public sector is needed by giving high level of commitment and
supporting the decision in public sector collaboration to fight corruption. Top management
support may affect success in public sector collaboration. This result is consistent with other
study done by Austin (2000) and Atkinson et. al, (2005) which found out commitment and
support from management is needed to make sure successful implementation in
collaboration. Besides, Block et. al, (1999) and Allen (2005) pointing out that support and
leadership from management emerged as key factor of successful collaboration.

The second hypothesis was developed to examine the significant relationship between
competency towards successful implementation in public sector collaboration to fight
corruption. The result of the study shows that, there is a significant relationship between
competency with successful implementation in public sector collaboration to fight corruption.
The findings indicate that, although the competency in terms of knowledge and skills are
needed to make public sector collaboration is success. The finding is supported by the study
of Craig (2004) which highlights that successful collaboration is influenced greatly by both
the existing skills and knowledge that the members bring. The communication skills stood
out as a critical element of successful collaboration (Okamoto, 2001). While Atkinson (2002)
views that different skills were beneficial for collaboration to success. The knowledge and
skills needed in public sector collaboration can be developed through training (Foster &
Fishman, 2001).
Finally, the third hypothesis was developed to determine the significant relationship between
political will towards successful implementation in public sector collaboration to fight
corruption. The collaboration in public sector is useless if there is no support and
commitment from the top politician. The result from the study indicates that, there is a
significant relationship between political will with successful implementation in public sector
collaboration to fight corruption. Therefore, it means that an increase in political will may
result in success of public sector collaboration to fight corruption. The result is consistent
with the study conducted by Quah (1999), Pope and Vogl (2000), Kpundeh and Dininio
(2006) which mentioned in their studies about the importance of having political will to curb
corruption. However, Fritzen (2005) had different views as his study highlighted that it is
unrealistic in relying to political will to curb corruption as politicians are often the culprits. In
conclusion, the results of this study suggest that top management support, competency and
political will are three factors that affect the success in public sector collaboration to fight
corruption. The summary of the results of this study is presented in Table 5.1.

Table 5.1:

Summary of the Findings

Hypothesi
s
H1

Descriptions

Result

There is a significant relationship between top

Support

management

support

towards

successful

implementation in public sector collaboration to fight

H2

corruption.
There is

significant

relationship

between

Support

competency towards successful implementation in

H3

public sector collaboration to fight corruption.

There is a significant relationship between political will

Support

towards successful implementation in public sector

collaboration to fight corruption.
5.3.

Contributions Of The Study

There are many contributions from this study to the researcher and practitioners in terms of
theoretical and practical. For the aspect of theoretical, the study had richer the researches
on public sector collaboration and fighting corruption. Additionally, this study had given the
researcher a literature review on the factors that make successful implementation in public
sector collaboration to fight corruption. Thus, it gives another viewpoint to the researcher a
way to fight corruption. Moreover, the study contributes to researcher by strengthening the
evident for previous findings of how top management support, competency and political will
affect successful implementation in public sector collaboration to fight corruption especially
in the public sector organization. On the other hand, in terms of practical aspect, the study
provides important information for the public sector on the effect and usefulness of top
management support, competency and political will toward successful implementation in
public sector collaboration to fight corruption.
5.3.1. Contributions To Researchers
i.

The main contribution of this study is on the important of top management support
and political will in the Public Sector collaboration in Malaysia. Further, this study
provided evident that the support from the top politicians and bureaucrats are
important and relevant to the Public Sector collaboration in Malaysia. Moreover, this
study has supported previous literature findings that support from the top politicians
and bureaucrats affect the successful implementation in public sector collaboration.

ii.

The study of collaboration in public sector to fight corruption is quite new in Malaysia
as traditionally the mechanism to fight corruption depends solely on anti-corruption
agency. In additions, the factors that affect the successful implementation in public
sector collaboration are crucial to be highlights and examined. Therefore, this study
has provided some findings on factors such as top management support,
competency and political will to make public sector collaboration success.

iii. This study had richer the researches on public sector collaboration and fighting
corruption. Additionally, this study also contributes by adding and expanding more
literature in the area of collaboration to fight corruption in the context of public sector.
Moreover, this study had given the researcher a literature review and strengthening
the evident for previous findings of how top management support, competency and
political will affect successful implementation in public sector collaboration to fight
corruption especially in the public sector organization. Thus, it gives another
viewpoint to the researcher a way to fight corruption by collaboration in public sector.
5.3.2. Contributions To Practitioners
i.

The major contribution of this study to the practitioners is to create awareness and
better understanding to the public servants regarding the effect and usefulness of
monitoring mechanism in the public sector. Particularly, providing such important
information may help the management to endow with a guideline in planning and
reviewing policies and activities in the future.

ii. This study revealed that most of the government servants in Malaysia are unaware
about the Organizational Integrity Plan and does not fully understand its contents.
This suggests the need for increasing awareness and legitimization of such program
in the workplace, which in turn will hopefully reduce the fraud cases internally. Such a
need could be improved through educational and training programs that could be
conducted by the local agencies such as Malaysia Institute of Integrity or Malaysian
Anti-Corruption Commission.
iii. The findings of this study also provide insight to the government agencies regarding
the level of implementation of governance elements and internal control procedures
as perceived by its members in the organization.
5.4.

Limitations Of The Study

Although the study has achieved its objectives, there are several limitations associated along
with the study. Some of the limitations are:
i.

This study is not done in strongly base because of limited in prior research on public
sector collaboration. There are various studies in private sector collaboration and if
involved public sector, the studies are conducting in overseas. Therefore, it gives
problems for this study in finding guidelines and procedures to examine this matter in
the context of the public sector especially in Malaysia.

ii. Besides, the sample selected is limited to four agencies in Federal Government.
Hence there are many other agencies which involve in public sector collaboration
such as National Accountant Department, PEMUDAH, Immigration Department,
Prime Minister Office, Internal Audit Unit in each Ministry and others. Other than that,
there are also public sector collaboration in state government and local authority but
there is no sample selected from it. Therefore, a generalization of the conclusion
cannot be made on the entire sample. It is suggested that, more samples could be
select including federal government, state government and local authorities for future
research.
iii. The selected samples of four Federal Government agencies also conducted in
Putrajaya, Kuala Lumpur and Selangor. Hence, the four government agencies
selected also have office in each state and there is no sample of it. Therefore, a
generalization of the conclusion cannot be made on the entire sample as the public
servants in the state might have different perceptions.
iv. The independent variables selected for this study also limited to three factors which
are top management support, competency and political will. Additionally, there are
many factors that affect successful implementation in public sector collaboration to
fight corruption which did not consider by this study. The other factors are such as
resources either financial or non-financial, participation, commitment, relationship,
power, common understanding and performance monitoring.
v. The study also was assessed and examined solely based on the perception of the
respondents. Therefore, the respondents of this study might or might have not
disclosed the actual truth when answering questions such as the outcome of

successful implementation in public sector collaboration to fight corruption. This can

be resulted in bias findings that are in favor to the respondents.
5.5.

Recommendations

Based on the conclusion, there are several recommendations which can be take into
consideration and implement by government in order to fight corruption in public sector in
Malaysia.
i.

There should be tone from the top such as top politician and management in
supporting the public sector collaboration to fight corruption. High level of
commitment and support from top level of government is needed in order for public
sector collaboration to be success in fighting corruption.

ii. Government should gives more attention towards promoting public sector
collaboration to fight corruption by introducing new policies, procedures and
programs which can enhance the collaboration such as the implementation and
introduction of JITU (Jawatankuasa Integriti Dan Tadbir Urus) and CISM (Corporate
Integrity System Malaysia).
iii. Training on the collaborative skills and knowledge should be conducted by
government agencies to improve skills and technique to be used in collaboration
team in order to achieve the targeted objectives.

iv. Government should not depend solely on anti-corruption agency, MACC in fighting
corruption. Hence, the government should educate other government agencies the
importance of public sector collaboration in fighting corruption.
5.6.
i.

Suggestions For Future Research

This study focuses with factors on successful implementation in public sector
collaboration to fight corruption. Hence, the study only focused on the three types of
factors which were top management support, competency and political will.
Therefore, it is suggested that the future study should look at the other type of factors
that may affect successful implementation in public sector collaboration to fight
corruption such as resources either financial or non-financial, participation,

commitment,

relationship,

power,

common

understanding

and

performance

monitoring.
ii.

As this study is conducted only on the four samples of federal government agencies,
it is suggested for future research to include more samples of federal government
agencies involve in public sector collaboration to fight corruption such as National
Accountant Department, PEMUDAH, Immigration Department, Prime Minister Office
and Internal Audit Unit in each Ministry. Thus, a more generalization of the results
can be made.

iii. For future research, the study can included samples from state government agencies
and local authorities to give better information regarding on public sector
collaboration to fight corruption. As it involves all tiers of government level, it gives
better result and a more generalization of the results can be made.
iv. Moreover, the future research can looked into other matters in public sector
collaboration to fight corruption such as barriers, problems, outcome and other else.
Therefore it can give better information about public sector collaboration as one of
new mechanism to fight corruption.
v.

Other than that, the future research also can conduct and examine the study on
factors towards successful implementation in private and public sector collaboration
to fight corruption. As the fight against corruption needs support from private sector,
this area can be highlighted by researcher for future study.

5.7.

Chapter Summary

This study has examined and evaluates the success factors on successful implementation in
public sector collaboration to fight corruption. Moreover, this chapter presents the summary
of findings, contribution of the study to the researcher and practitioner, limitation of the study
and suggestion for future research. Finally, it is hope the findings from this study could be a
basis for further study on the public sector collaboration to fight corruption.