Resisting Organizational-Level Corruption: An Interview With Sherron Watkins

Beenen, Gerard; Pinto, Jonathan

doi:10.5465/amle.2009.41788851

Cited by 43 publications

(45 citation statements)

References 42 publications

(54 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…They often nurture permissive ethical climates that make wrongdoing acceptable or even legitimate for other employees (Misangyi, Weaver, and Elms 2008). As the infamous Enron case showed, in corrupt organizations such cultures make even morally upstanding employees believe that competing firms are enemies that need to be defeated in order to secure the survival of their own company at any cost (Beenen and Pinto 2009;Campbell and Göritz 2014).…”

Section: Corrupt Organizationsmentioning

confidence: 99%

Corruption as Resource Transfer: An Interdisciplinary Synthesis

Jancsics

2019

Public Administration Review

View full text Add to dashboard Cite

Despite significant investment in anticorruption instruments in the past decades, confusion about their effectiveness remains. While a growing body of scholarship claims that anticorruption reforms have generally failed, other scholars have shown that particular anticorruption tools may actually work. A likely explanation for these puzzling outcomes is that public administration research holds a mistaken view of corruption, and improperly selected anticorruption strategies often target the wrong type of corruption. To overcome this problem, this article proposes a four‐cell typology of corruption, reflecting two critical dimensions along which most corrupt behaviors occur: the resource transfer and the primary beneficiary. Synthesizing recent research developments, this article introduces a new conceptualization of corruption that integrates perspectives from several disciplines. It also offers a series of propositions concerning how each corruption type could be fought. The article concludes with implications for research and practice.

show abstract

Section: Corrupt Organizationsmentioning

confidence: 99%

Corruption as Resource Transfer: An Interdisciplinary Synthesis

Jancsics

2019

Public Administration Review

View full text Add to dashboard Cite

show abstract

“…When a country (or an organisation) is represented by only one voice, the days to its doom are numbered. Beenen and Pinto (2009) recently recounted that one of the reasons contributing to the fall of Enron was the autocratic leadership style by its then CEO Jeff Skilling, whose corrupt practices continued for a A Chinese style of HRM number of years without being questioned. Employees' views were ignored.…”

Section: Participative Managementmentioning

confidence: 99%

A Chinese style of HRM: exploring the ancient texts

Zheng

Lamond

2009

Chinese Management Studies

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to explore the relevant sayings and stories of the ancient Chinese sages in relation to the style of Chinese human resource management (HRM). Design/methodology/approach -Related texts generated from the quotations and stories from four Chinese sages, Guanzi, Hanfeizi, Xunzi and Yanzi, were translated and analyzed and their thinking regarding ruling the state and managing the people was discussed in line with the thoughts from the mainstream and modern Western management gurus such as

show abstract

“…The WorldCom and Enron fraud cases involved instances where the auditors in charge of engagements failed to follow firm policy and fought others within the firm who sought to correct problems (Beenen and Pinto 2009;Cooper 2008). Other examples include the overenthusiastic selling of tax products later ruled to be illegal (Johnston 2003) and the failure of partners to make appropriate client-retention decisions when factors suggested independence had become impaired (Valdmanis and Krantz 2002).…”

Section: Introductionmentioning

confidence: 99%

Whistleblowing in Audit Firms: Organizational Response and Power Distance

Taylor

Curtis

2013

Behavioral Research in Accounting

View full text Add to dashboard Cite

This paper investigates auditors' likelihood to report observations of colleagues' unethical behavior. We consider whether two characteristics that are particularly relevant to the audit environment, prior organizational response and power distance, affect willingness to report. Data collected from 106 senior-level auditors suggest auditors are more likely to report on their peers than on their superiors, but they are more likely to report superiors when prior organizational response is strong than when it is weak. Additionally, men appear to be relatively less sensitive to variations in power distance or prior organization response than women. Moral intensity of the case is significantly related to reporting likelihood, and power distance moderates this effect such that those who perceive this scenario to be of lower moral intensity are much more influenced by power distance than are those who perceive it to be of high moral intensity. These results contribute to the existing literature on accounting ethics, as well as inform public accounting governance policies.

show abstract

Resisting Organizational-Level Corruption: An Interview With Sherron Watkins

Cited by 43 publications

References 42 publications

Corruption as Resource Transfer: An Interdisciplinary Synthesis

Corruption as Resource Transfer: An Interdisciplinary Synthesis

A Chinese style of HRM: exploring the ancient texts

Whistleblowing in Audit Firms: Organizational Response and Power Distance

Contact Info

Product

Resources

About