A CASE OF CORPORATE DECEIT: THE ENRON WAY
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Date
2013-01-08T09:48:38Z
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Abstract
This case documents the evolution of ‘fraud culture’ at Enron Corporation and vividly
explicates the downfall of this giant organization that has become a synonym for corporate
deceit. The objectives of this case are to illustrate the impact of culture on established,
rational management control procedures and emphasize the importance of resolute moral
leadership as a crucial qualification for board membership in corporations that shape the
society and affect the lives of millions of people. The data collection for this case has
included various sources such as key electronic databases as well as secondary data
available in the public domain. The case is prepared as an academic or teaching purpose
case study that can be utilized to demonstrate the manner in which corruption creeps into an
ambitious organization and paralyses the proven management control systems. Since the
topic of corporate practices and fraud management is inherently interdisciplinary, the case
would benefit candidates of many courses including Operations Management, Strategic
Management, Accounting, Business Ethics and Corporate Law. In order to enhance the
academic value, the in-class discussions could be initiated by elucidating the effects of mass
unethical behaviour and conceptualisation of the management morality principles, delving
into the implications for managers.
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Keywords
Enron, Corporate Leadership, Management Control System,, Sarbanes-Oxley Act,, Fraud