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Corporate non-compliance and corporate identity building – A management dilemma. Early indicators of organizationally driven deviance traps

  • Christiane GebhardtEmail author
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Part of the Organization, Management and Crime - Organisation, Management und Kriminalität book series (OMC)

Abstract

The current scientific debate demonstrates that present research models fail to assess the effectiveness of corporate compliance systems for the prevention of non-compliant behaviour. While research is intensified in this field, the Foreign Bribery Report (OECD, 2014) confirms an increase of non-compliance incidents and the involvement of corporate management and central executive officers in non-compliant behaviour. Most recent scandals in the German automotive industry show that origins of non-compliant behaviour with regard to formal rules are not only motivated by individual and financial gain, but explanations must be considered as being organisationally and culturally embedded.

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Copyright information

© Springer Fachmedien Wiesbaden GmbH, part of Springer Nature 2020

Authors and Affiliations

  1. 1.Malik Management InstituteSt. GallenSwitzerland

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