This study examines the development and influence of the international anti-corruption regime, utilizing Critical Discourse Analysis (CDA) to dissect the discursive practices that shape perceptions of corruption and the strategies employed to combat it. Our analysis reveals how Western institutional entrepreneurs play a pivotal role in defining corruption predominantly as bribery and governance failures, underpinned by a neoliberal ideology that prescribes societal norms and identifies corrupt practices. By exploring the mechanisms through which this ideology is propagated, the research enriches institutional entrepreneurship theory and highlights the neoliberal foundations of current anti-corruption efforts. This study not only enhances our understanding of the institutional frameworks that govern anti-corruption discourse but also demonstrates how discourse legitimizes certain ideologies while marginalizing others. The findings offer practical tools for altering power dynamics, promoting equitable participation, and addressing the imbalanced North-South power relations. By challenging established perspectives, this research contributes to transformative discourse and action, offering new pathways for understanding and combating corruption. These insights have significant theoretical and practical implications for improving the effectiveness of corruption prevention and counteraction strategies globally.

Chinese multinational enterprises (MNEs) have increasingly engaged in outward foreign direct investment in recent years, and particularly into the infrastructure sector of developing economies. This has been prompted by the infrastructure-led economic integration plan of China’s Belt and Road Initiative. However, such collaboration faces many challenges. Infrastructure projects are often undertaken in industries, countries, and regions posing particular and difficult challenges, and with divergent, often conflicting interests, with the ensuing conclusion that the MNE is simply exploiting the project and not delivering value to the host country. Overall, not only does the infrastructure project have to be well-functioning with expected returns (or savings) realized, but these projects face close scrutiny from local communities, labor, opposition parties, neighboring countries, and various international bodies and nonprofits, requiring delicate handling of the principals involved. The unfolding of these issues and their management by the multinational are examined through an in-depth longitudinal case study. The data are drawn from major participants and stakeholders around a leading Chinese MNE and the mega project of the construction of a major hydropower plant in Pakistan.