Normal Organizational Wrongdoing

Instances of wrongdoing in and by organizations have featured heavily in news headlines in recent years. Why do organizational participants—employees, managers, senior officials—engage in illegal, unethical, and socially irresponsible behavior? The dominant view of wrongdoing as an abnormal phenomenon assumes that the perpetrator is a rational, proactive actor, working in isolation. However, Palmer develops an alternative approach in this book, examining wrongdoing as a normal occurrence, produced by boundedly rational actors whose behaviour is shaped by the immediate social context over a period of time. The book provides a comprehensive critical review of the theory and research on organizational wrongdoing. By using rich case study material, it illuminates different perspectives, potential explanations, and policy suggestions for the reduction of organizational wrongdoing.

A comprehensive overview of the causes, processes and consequences of wrongdoing and misconduct across all levels of an organization.

Organizational Wrongdoing as the “Foundational” Grand Challenge: Definitions and Antecedents consolidates and extends knowledge on the subject of organizational wrongdoing and highlights potential directions for future research.

Now in an extensively revised tenth edition, Introducing Public Administration provides students with the conceptual foundation they need, while introducing them to important trends in the discipline. This classic textbook—blending historical accounts with contemporary events—examines the most important issues in the field of public administration through the use of examples from various disciplines and modern culture. Its approach of using extensive case studies at the end of each chapter encourages students to think critically about the nature, purpose, and public value of public administration today. Refreshed and revised throughout, the tenth edition contains a number of critical updates for the field: All-new case studies at the end of each chapter to address various challenges, including social justice, climate change action, smart cities, transforming governmental institutions, and economic responses to the global pandemic. The case studies—many with legal dimensions as well—cover emerging issues and are well suited for further research by students. Two chapters by contributing authors on 1) Social equity and justice, covering contemporary challenges in the US, from police reform to voting rights and homelessness, and 2) Public budgeting, contrasting government fiscal efforts between two recessions, illuminating successes and failures with a case study on the federal government shutdown in 2019 over border wall funding. Keynotes at the start of each chapter to help introduce students to historical figures, contemporary dilemmas, and examples of public service in action, including subjects such as diversity and inclusion, marijuana legalization, organizational effects of remote work, and examining scenarios for the future. A completely rewritten concluding chapter on leadership, followership, and leading teams with a discussion of destructive leadership types and a flipped case study on defining what leadership effectiveness is. Complete with a fully updated companion website containing instructor slides for each chapter, a chapter-by-chapter instructor’s manual and sample syllabus, student learning objectives, and self-test questions, Introducing Public Administration is the ideal introduction to the discipline for first year masters students, as well as for the growing number of undergraduate public administration courses and programs.

A clear-eyed examination of research misconduct, and how efforts to expose and prevent it affect scientists and universities

Contemporary management studies usually focus on positive and desirable solutions that increase the organizational effectiveness and performance. As a result, graduates of higher business schools are totally unaware of the risk associated with management misconduct that often results in corrupt scandals, erosion of public trust to their organizations, or even the collapse of profitable corporations. The last decade, in fact, has been abundant in numerous examples of corruption scandals in modern organizations and instances of management misconduct that have eroded public faith (such as Enron, WorldCom, Tyco, Adelphia, Arthur Andersen, and Parmalat). Due to repeated misconducts and a highly active dark side, scholars started paying more attention to the so-called Òdark sideÓ of organizations, as something no longer exceptional to organizational life. This book attempts to shed light on the reality of challenges for business practices and higher education management that stem from misconduct occurring in various aspects of business and educational environment.

Cheating is deeply embedded in everyday life. The costs of the most common forms of cheating total close to a trillion dollars annually. Part of the problem is that many individuals fail to see such behavior as a serious problem. "Everyone does it" is a common rationalization, and one that comes uncomfortably close to the truth. That perception is also self-perpetuating. The more that individuals believe that cheating is widespread, the easier it becomes to justify. Yet what is most notable about analysis of the problem is how little there is of it. Whether or not Americans are cheating more, they appear to be worrying about it less. In Cheating, eminent legal scholar Deborah L. Rhode offers the only recent comprehensive account of cheating in everyday life and the strategies necessary to address it. Because cheating is highly situational, Rhode drills down on its most common forms in sports, organizations, taxes, academia, copyright infringement, marriage, and insurance and mortgages. Cheating also reviews strategies necessary to address the pervasiveness and persistence of cheating in these contexts. We clearly need more cultural reinforcement of ethical conduct. Efforts need to begin early, with values education by parents, teachers, and other role models who can display and reinforce moral behaviors. Organizations need to create ethical cultures, in which informal norms, formal policies, and reward structures all promote integrity. People also need more moral triggers that remind them of their own values. Equally important are more effective enforcement structures, including additional resources and stiffer sanctions. Finally, all of us need to take more responsibility for combatting cheating. We need not only to subject our own conduct to more demanding standards, but also to assume a greater obligation to prevent and report misconduct. Sustaining a culture that actively discourages cheating is a collective responsibility, and one in which we all have a substantial stake.