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This case concerned an attempt by the liquidators of Bishopsgate Investment Management Ltd (BIM) the trustee of assets belonging to pension schemes for employees of Maxwell companies to recover some of the large amounts of BIM's pension fund monies which had been improperly paid into bank accounts of Maxwell Communication Corporation PLC group companies and private sector companies owned by Maxwell, his family and trusts set up by him.

May we start by discussing the reasons that you have changed your company name? We have done so partly for the obvious reason that the Maxwell connection is no longer valid. But, in addition, it is the software part of our business which is growing fastest. I expect it will soon reach parity with our online activities on a revenue basis. So both parts of ‘Maxwell Online’ needed changing.

This article argues that a more broadly based understanding of the processes of the enforcement of regulation and compliance needs to be developed. It highlights aspects of two recent newsworthy cases of non‐compliance with financial regulation. It concludes that future practice needs to be informed by research from a wider range of theoretical disciplines than have been employed in the study of financial regulation hitherto.

The purpose of this paper is to re-open a debate as to whether candidates for public leadership should be screened for psychopathy.

This is a conceptual paper which examines the diffuse literature concerning psychopaths in public leadership positions.

Psychopathy researchers have been divided as to whether psychopathic individuals should be screened out of leadership positions in public and corporate life. Recent evidence from bullying research and historical research into psychopaths in politics sheds new light on this issue.

There is increasing evidence that psychopaths are detrimental to the organisations they work for, to other employees, to the environment and to society. Screening for psychopathy should therefore be considered. This may help to prevent governments entering into illegal wars and committing crimes against humanity. Screening in the corporate sector may also help prevent the worst excesses of greed and fraud that were evident in collapses like Enron and the Mirror Group as well as in the events leading up to the global financial crisis of 2008.

The paper makes a contribution to the literature on public leadership by bringing together the diverse reports on the effects of psychopaths in public organisations like the National Health Service, publicly listed corporations, academia and politics. The paper uses historical and corporate examples to illustrate the initially favourable impression that psychopathic leaders can make but the ultimately disastrous outcomes they engender.

Enron … Anderson … WorldCom … General Electric … Robert Maxwell … The mere mention of these names instills fear for even the most saintly board of directors. Why? Because each disaster can be pinned down to the very heads of the companies involved. Most companies believe they have procedures in place for such an event any executive number scrambling can be caught at internal audit, or through risk management, surely? But did this stop the fiasco's in recent years, such as Enron, and across the water, Vivendi? It is generally believed that the stock market price of a company is relative to its performance, but until a scandal is uncovered, the market price remains high, not reflecting real performance at all. Once it hits, the fallout spreads to all shareholders and investors, not only those directly involved.

Scandals are a recurring feature of UK financial services and they were probably more common in the 1840s than they are in the 1990s. There is no overwhelming evidence that general financial practice is less ethical than it was and it appears more likely that ethical standards have risen. They are certainly higher than in the Victorian era, for example the ‘railway mania’ of 1845—46 which structurally established large‐scale financial fraud in Britain. During this period, hundreds of railway schemes were launched as a source of enormous fees for promoters, lawyers, engineers and surveyors. Many were never intended to be built, with some promoters (once they had accumulated substantial funds from investors) actively lobbying for their Railway Bills to be rejected by Parliament. However, this relative rise in the ethical standards of contemporary general financial practice will be of little comfort to the thousands of angry investors who have been mis‐sold pensions, or have been victims of modern scandals perpetrated by Peter Clowes, Roger Levitt or Robert Maxwell. Their anger is understandable because modern society expects increasing levels of security from its industries and institutions, and regulation is the medium for achieving this. Despite general trends towards deregulation, in financial services increasing regulation is inevitable, and politically desirable, because of the rising complexity and elaborate nature of exchange relationships. It is the state which is taking on the role of guaranteeing the security of those relationships. It is this guarantor role of the state which ensures that when scandals happen, the anger of victims is not merely directed at the fraudsters, but also at the regulatory system and the government which is responsible for that system.

Discusses the BCCI scandal, with particular reference to the part played by auditors Price Waterhouse. Declares the IIA Position Paper on Whistleblowing to be inadequate and urges reform of corporate governance: the selection and training of non‐executive directors must be improved and their role enhanced; an audit committee should be compulsory in areas of public exposure and concern; external audit should include in its remit the adequacy of internal audit and both should be mandated to report irregularities to the appropriate regulatory bodies.

“All things are in a constant state of change”, said Heraclitus of Ephesus. The waters if a river are for ever changing yet the river endures. Every particle of matter is in continual movement. All death is birth in a new form, all birth the death of the previous form. The seasons come and go. The myth of our own John Barleycorn, buried in the ground, yet resurrected in the Spring, has close parallels with the fertility rites of Greece and the Near East such as those of Hyacinthas, Hylas, Adonis and Dionysus, of Osiris the Egyptian deity, and Mondamin the Red Indian maize‐god. Indeed, the ritual and myth of Attis, born of a virgin, killed and resurrected on the third day, undoubtedly had a strong influence on Christianity.

The purpose of this paper is to make a contribution to knowledge by examining what happens to marketing in a time of toxic leadership, embodied in a corporate psychopath, in response to a call for marketers to seek a broader understanding of how marketing operates within organisations.

Commentators have suggested that concepts outside the usual marketing domain may aid in the gaining of an intra-organisational understanding of how marketing operates. Here, the concept of corporate psychopathy was used to identify a psychopathic UK board director and chief executive officer (CEO) via a constructivist approach to research involving six in-depth interviews. A CEO and a main board director who were measurably psychopathic were studied via these reports.

The paper examines how corporate psychopaths, as archetypal toxic leaders, are detrimental to marketing. Overseeing the marketing function within the UK part of an established and well-branded multi-national services company, corporate psychopaths capriciously dismantled the marketing initiatives that were in place and needlessly abandoned future marketing plans. Marketing services, marketing ethics, product quality and corporate reputation declined. Good marketers left.

The research demonstrates the dangers to marketing of toxic leadership. The paper also suggests that marketing may be uniquely qualified to deal with toxic leaders because it can, through research, identify them through their effects and behaviour. The results illustrate the value of longitudinal qualitative market research in investigating complex organisational situations.

The paper makes a unique contribution to the marketing field by empirically investigating, for the first time, the influence of a corporate psychopath director and a psychopathic CEO on the marketing function and practice. The research was conducted longitudinally using qualitative market research techniques via in-depth interviews over a two-year period. Longitudinal research aids in establishing causality, and this was evident in this research, as the negative influence of psychopathic leadership was monitored over time.

This current paper reviews the theoretical speculations concerning psychopaths in the workplace that were originally presented in a paper published in this journal in 2006. The 2006 paper was called: “The Dark Side of Management Decisions: Organisational Psychopaths”.

This is a review of the literature on workplace psychopaths since 2006.

This current paper determines that while many of these prior speculations about workplace psychopaths have since been supported by evidence, several others remain unexplored. This finding suggests that several important avenues for further research remain in this important area. In particular, links between corporate psychopaths, bullying and lowered corporate social responsibility have been established. On the other hand, links between corporate psychopaths, career advancement, fraud, and corporate failure as exemplified in the 2007 global financial crisis, have been under-explored.

Corporate psychopaths are worthy of further research because of their impact on society, for example on corporate social responsibility and their willingness to dump toxic waste material illegally.

The paper provides an extensive review of research into corporate psychopaths to date and highlights areas where further investigation would be potentially rewarding.