Conflict of interest: The case of a non-decision-making committee at a South African public higher education institution
Abstract
The avoidance of a conflict of interest within private and public institutions is closely associated
with good corporate governance. This study departed from the question of whether a conflict
of interest is possible within a non-decision-making institutional committee. For this purpose,
a high-level non-decision-making committee within a South African public higher education
institution was selected as a case study. This article reports on an exploratory qualitative study
consisting of qualitative content analysis of the constituting and operational documents of this
committee, as well as on a study of the perceptions and lived experiences of the selected
committee. It was found that the selected committee was established to be a high-level
consultative body for the executive management committee of the university on decisions of
strategic operational nature. This committee does not have any decision-making duties.
Conflict of interest is perceived by committee members in terms of either the explicit or the
hidden agenda metaphor. According to the explicit agenda metaphor, a conflict of interest
within a non-decision-making committee is not possible, whilst the hidden agenda metaphor
holds that a conflict of interest is the reality of members’ lived experiences. This article provides
a comparison of the two perspectives according to three defining attributes of the concept and
shows a need for a logical and principled definition of the concept ‘conflict of interest’ within
the context of higher education and the public sector at large.
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- TD: 2021 Volume 17 [42]