A deeper analysis of the scandal reveals at least four fundamental shortcomings which enabled the corrupt practices on all organizational levels. First, most of the managers saw no alternatives to secure their foreign business, especially in countries where bribery payment has been a widespread practice. Second, the managers had created misguided bonds of loyalty believing that personal engagement in the corruption scheme was part of their dedication to the company. Third, due to corporate routines and commonly accepted practices, most managers lacked a clear sense of reality seeing corruption as part of the regular business at Siemens. Fourth, poor governance structures and a lack of clear regulations for doing business in a corrupt environment made it easier for managers to bypass official regulations.
Aßländer, M. (2017), "Corruption in the IT Branch – The Example of Siemens", Aßländer, M. and Hudson, S. (Ed.) The Handbook of Business and Corruption, Emerald Publishing Limited, pp. 209-236. https://doi.org/10.1108/978-1-78635-445-720161023Download as .RIS
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