Employee Recognition and Assessment of Fraud Schemes: An International Perspective
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Charlotte Wright, Carol B. Johnson, and Patrick B. Dorr
Recently corporate failures and enactment of the Sarbanes-Oxley Act of 2002 caused companies to revisit their antifraud-related policies and procedures. As a consequence, companies expended substantial resources on strengthening internal controls and reducing the risk of fraudulent behavior by employees. However, the companies' implementation strategies largely ignore the premise that cultural differences influence employees' responses to potentially fraudulent situations. This study examines the link between culture and ethical decision making in the context of international oil and gas operations.
Employee Recognition and Assessment of Fraud Schemes: An International Perspective. Wright, Charlotte; Johnson, Carol B.; and Dorr, Patrick B., Spring 2006, pp. 17‑40.