The anti‐corruption compliance models in a multinational company: A single case study

Abstract

AbstractCorruption is considered a widespread plague in most countries. Human rights, economic development, and national security are just a few of the aspects affected by corruption. The emerging literature also shows that corruption is one of the main causes of environmental degradation (particularly among developing countries) and that the phenomenon is stronger in the case of multinational companies (MNCs) due to the necessary interaction between MNCs and the host market's public officials. In this scenario, corporate anti‐corruption programs may represent a key element to enhance social, economic, and environmental wellbeing. However, evidence relative to the effectiveness of anti‐corruption models are mixed showing that compliance structures are often window‐dressing mechanisms implemented by corporate management to mitigate the corporate liabilities associated with their employees' illegal behaviors, rather than the likelihood of criminal actions per se. Thus, a practical approach is needed to understand what are the main attributes that distinguish an effective compliance program from a formal/legal one. Using a single case study approach (Eni Group), this paper aims to identify the key traits to increase the effectiveness of a compliance program in detecting and preventing illegal behaviors.