different types of organizational corruption. Specifically, we examine the types of business misconduct that organizational leaders are likely to engage in, contingent on their legitimate authority, motives, and justifications. We conclude by suggesting managerial implications of our theoretical model and propose directions for future research. KEY WORDS: authority, bureaucracy, corruption, opportunity, motivation, justification, types of organizational corruption, weber, white-collar crime The issue of
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The International Journal of Digital Accounting Research Vol. 1, No. 1, pp. 47-68 ISSN: 1577-8517 Risks and Controls in the Implementation of ERP Systems Severin V. Grabski. Michigan State University, U.S.A. grabski@pilot.msu.edu Stewart A. Leech. The University of Melbourne, Australia saleech@unimelb.edu.au Bai Lu. Colonial Mutual Group, Australia blu@colonial.com.au Abstract. The implementation of ERP systems has been problematic for many organizations. Given the many reports of substantial
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statement fraud. We also provide propositions for future research. Keywords Financial statement fraud Organizational corruption Recruitment Collusion Power and influence Introduction In recent years, fraud and other forms of unethical behavior in organizations have received significant attention in the business ethics literature (Uddin and Gillet 2002; Elias 2002; Rockness and Rockness 2005; Robison and Santore 2011), investment circles (Pujas 2003; Albrecht et al. 2011), and regulator
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Keiretsu Membership, Firm Size, and Corporate Returns on Value and Cost∗ Xueping Wu† , Piet Sercu‡ and Charles Chen§ First draft: November 1998; this version: October 2000 ∗ Jun Yao and Shu-Chuen Chong provided helpful research assistance. The authors thank Kathryn Dewenter, Amar Gande, Larry Goldberg, Ser-Huang Poon, Kazunori Suzuki, and other participants at the 1999 WFA and 2000 EFA Conferences and workshops at HKUST, K.U.Leuven, and Strathclyde; and Yasushi Hamao, Nancy Huyghebaert
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endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising
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Part 1: The decision to internationalize Chapter 1: Global Marketing in the firm Purpose of the marketing plan is to create sustainable competitive advantages in the global marketplace. Firms go through mental process. For SME’s, informal process, for larger organization it is often more systematized. Globalization: reflects the trend of firms buying, developing, producing and selling products and services in most countries and regions of the world. Internationalization: Doing business in
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telescoping the time it takes to communicate and make decision. Strategic management takes a panoramic view of this changing corporate terrain and attempts to show how large and small firms can be more effective and efficient not only in today's world but tomorrow as well. Strategic management is the set of managerial decisions and action that determines the way for the long-range performance of the company. It includes environmental scanning, strategy formulation, strategy implementation, evaluation
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telescoping the time it takes to communicate and make decision. Strategic management takes a panoramic view of this changing corporate terrain and attempts to show how large and small firms can be more effective and efficient not only in today's world but tomorrow as well. Strategic management is the set of managerial decisions and action that determines the way for the long-range performance of the company. It includes environmental scanning, strategy formulation, strategy implementation, evaluation
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How did the deregulation of air transportation in Europe foster entrepreneurial behavior and innovation in the European airline industry over the last twenty years? Case studies: SAS Airline & Ryanair Master Thesis in Entrepreneurship and Dynamic Business Contexts Spring 2007 Supervisor: Håkan Bohman Entrepreneurship Master Program Authors: Gilles Helterlin and Nuno Ramalho Acknowledgements We would like to express our gratitude to all who have contributed to the realization of this
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schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously
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