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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Change history
12 March 2020
Correction to:
Chapter “Corporate non-compliance and corporate identity building – A management dilemma. Early indicators of organizationally driven deviance traps” in: M. Pohlmann et al. (eds.), Bribery, Fraud, Cheating , Organization, Management and Crime - Organisation, Management und Kriminalität, https://doi.org/10.1007/978-3-658-29062-7_15
In the original version of the chapter, the following belated corrections has been incorporated:
The affiliation “Gailingen, Switzerland” of author “Christiane Gebhardt” in the original version of the book has been changed to “Malik Management Institute, St. Gallen, Switzerland” in the chapter “Corporate non-compliance and corporate identity building – A management dilemma. Early indicators of organizationally driven deviance traps”.
The chapter has been updated with the change.
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Gebhardt, C. (2020). Corporate non-compliance and corporate identity building – A management dilemma. Early indicators of organizationally driven deviance traps. In: Pohlmann, M., Dannecker, G., Valarini, E. (eds) Bribery, Fraud, Cheating. Organization, Management and Crime - Organisation, Management und Kriminalität. Springer VS, Wiesbaden. https://doi.org/10.1007/978-3-658-29062-7_15
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