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Abstract
Recent interest in culture stems from its power to explain corporate and organizational failures. Such failures are both internal and external: accounting fraud, management misconduct, harassment and bullying in the workplace, racism, sexism, environmental issues, and health and safety concerns. Current theory holds that these failures are to be explained partly by the particular, poor organizational culture and unhealthy climate, poor leadership, and by the misdeeds of a few bad apples. When economic conditions are negative, organizations look to legislation, regulations, and codes, to reform their culture, and manage the risks of organizational failure. Both the compliance strategy, demanding obedience to laws, regulations and codes, and the integrity or values strategy, focusing on ethics training, education, tone at the top, and the hiring of employees with integrity and values, are the mainstay of recent legislation and regulations in North America and the European Union. We criticize the reliance on legislation, regulations and codes, the focus of a compliance solution which we find inadequate, ineffective, and unenforceable. We suggest reliance on a front-end, proactive and preventive program of best, precautionary practices, will better meet the challenge, in prosperity or poverty, of setting corporate culture on the right track.
Highlights
We live in an age when every corporate or organizational misdeed, mischief or malfeasance is attributed to the culture of the organization or corporation
Is a sampling: “Even the most upright people are apt to become dishonest, and unmindful of civic responsibilities when placed in a typical corporate environment.” (Wall Street Journal)
“A corporate culture blighted by infectious greed, is the cause of the breakdown in confidence among investors.” (New York Times)
Summary
We live in an age when every corporate or organizational misdeed, mischief or malfeasance is attributed to the culture of the organization or corporation. A culture of corruption cannot develop if tough watchdogs are in place.” (Washington Post) These claims that certain business cultures may produce or foster bad behaviour and/or criminality, and overpower employees’ personal values, have served as the favored explanation for many years, for the large corporate scandals that have occurred. (Trevino, 2007;Ferrell et al, 2008) Recent legislation seeks to punish bad corporate culture, seeks to restrict the harm which organizations might cause, and aims to promote ethical behaviour These complex matters can be highlighted by literature. Zola’s answer suggests that the corruption in business requires more than a bad culture, to explain what happened In his claim to be writing a natural history, Zola stands firm in his view that both bad apples and bad barrels, the evil people and the corrupt culture, are necessary to explain what was rotten in the with new legislation, will be required to reform it
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