corruption and projects: which key triggers?

Regarding the question of what triggers these behaviors, the ones that come to mind are
- self-dealing: putting own interests ahead of the company. At another company I once saw a PM undermine a project by agreeing to every demand by a contractor without objection and at great cost to the project. The PM was terminated eventually, and I bet you can guess where he got a new job.

- company culture: some companies tolerate corruption as long as it helps them. For example, a PM may offer cash to a customer's inspector to overlook certain problems. Or it may be more subtle than a cash payoff.

- a belief that "everybody does it": a PM may accept "little gifts" as a project is executed, thinking that it's no big deal. Football tickets, use of a beachfront condo for a week's vacation, or other non-cash things. No money changes hands so the PM might think it's just how things get done.

Not really, whether it was a small project or a big project the policies are the same. What differs is the tendency for corruption and degree of reinforcement for these policies as in large projects, there are lots of room for corruption if things were not monitored properly while on small projects, it is limited, yet it can happen but usually detected shortly.

I do have one but can't disclose it due too confidentiality.

IMHO, It will be fundamental if reinforced and monitored properly just like any other rules and regulations. At the end of the day, it is a ink on paper but reinforcing it and monitoring is what make it an efficient document.

Exactly. Moral corruption is because of lack of ethics.
People coming from different backgrounds come with different values and ethics. The "Code of Conduct" developed by companies is meant to dealt with this. Whenever I am to deal with company matters, I have a code to follow.

I totally agree with you fosco, it is like leading a procurement negotiation and across the table is your "in-law" and you play along as if you haven't seen him/her before.

Regarding the question of what triggers these behaviors, the ones that come to mind are
- self-dealing: putting own interests ahead of the company. At another company I once saw a PM undermine a project by agreeing to every demand by a contractor without objection and at great cost to the project. The PM was terminated eventually, and I bet you can guess where he got a new job.

- company culture: some companies tolerate corruption as long as it helps them. For example, a PM may offer cash to a customer's inspector to overlook certain problems. Or it may be more subtle than a cash payoff.

- a belief that "everybody does it": a PM may accept "little gifts" as a project is executed, thinking that it's no big deal. Football tickets, use of a beachfront condo for a week's vacation, or other non-cash things. No money changes hands so the PM might think it's just how things get done.

yes, I think your position it is the correct one. there are not different policies but perhaps attitudes. In fact I think people are more motivated to commit illicit acts in major projects for greater amount of budget and easier to hide the illicit

Absolutely apt responses from everyone.
One thing I'd like to add. The corruptions in contracts and procurement are quantifiable and thus tangible. The moral corruptions are; at times; difficult to detect.
One behaviour I consider as most inappropriate is of those project managers who do not act as entrepreneur on behalf of the company and are "just doing their job". These project managers not necessarily have bad or personal intentions yet their attitude towards handling the project makes it prone to many many disasters.

I fully agree that beside tangible corruption there are many intangibles, and all these can be bridged through proper implementation of Ethics and Social responsibility Policies.