Chapter

Conclusion

Donald Palmer

in Normal Organizational Wrongdoing

Published in print March 2012 | ISBN: 9780199573592
Published online May 2012 | e-ISBN: 9780191738715 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199573592.003.0012
Conclusion

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This chapter briefly addresses an anticipated misinterpretation of the book's fundamental message, the construal that the book is an apology for wrongdoers. It then considers at length the implications that the dominant and alternative accounts of organizational wrongdoing hold for those interested in curbing wrongdoing in and of organizations. The chapter considers the policy prescriptions associated with the rational choice and culture explanations of wrongdoing (governance reform and ethics training). It then explores the implications of the ethical decision, administrative systems, situational social influence, and power perspectives. Finally, it notes the implications of the social control account. The chapter concludes that while the eight explanations of organizational wrongdoing examined in the book provide a sound foundation for interventions that can reduce wrongdoing in and of organizations, the alternative accounts imply that wrongdoing is endemic to organizational behavior, and ultimately will prove intransigent in the face of attempts to eradicate it.

Keywords: organizational wrongdoing; governance reform; ethics training

Chapter.  7135 words. 

Subjects: Organizational Theory and Behaviour

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