Corporations,Government and Development: The Case of Institutional Corruption in Tasmania

The proliferation of studies into corruption over the past decade has highlighted its widely differing manifestations and causes. This article applies the notion of institutional corruption to the case study of the Lennon government's approval of the Gunns pulp mill in Tasmania. A multidisciplinary framework is developed to explain why the approval process became embroiled in widespread allegations of commercial favouritism. It is argued that the institutional corruption involved in this process was an outcome of the interaction of the political economy of Tasmania, its political culture and the political psychology of Paul Lennon as leader. The implications of such a multidisciplinary approach for a study of corruption are discussed.