David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 87 (1):89 - 108 (2009)
This study builds upon the top management literature to predict and test antecedents to firms’ engagement in corruption. Building on a survey of 341 executives in India, we find that if executives have social ties with government officials, their firms are more likely to engage in corruption. Further, these executives are likely to rationalize engaging in corruption as a necessity for being competitive. The results collectively illustrate the role that executives’ social ties and perceptions have in shaping illegal actions of their respective firms.
|Keywords||corruption social ties rationalization India|
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References found in this work BETA
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Citations of this work BETA
Pamela R. Murphy & M. Tina Dacin (2011). Psychological Pathways to Fraud: Understanding and Preventing Fraud in Organizations. [REVIEW] Journal of Business Ethics 101 (4):601-618.
Anna Alon & Amy M. Hageman (2013). The Impact of Corruption on Firm Tax Compliance in Transition Economies: Whom Do You Trust? [REVIEW] Journal of Business Ethics 116 (3):479-494.
Edmund F. Byrne (2014). Towards Enforceable Bans on Illicit Businesses: From Moral Relativism to Human Rights. Journal of Business Ethics 119 (1):119-130.
William J. Graham & William H. Cooper (2013). Taking Credit. Journal of Business Ethics 115 (2):403-425.
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