The Role of Corporate Culture in Managing Occupational Fraud

Abstract

Occupational fraud remains a menace in the corporate world. It involves a wide range of undercover crimes perpetrated by employees at all levels of an organizational hierarchy. In recent years, the media has constantly reported on these malfeasances to the disappointment of the public. In response to the several corporate scandals, many organizations have instituted strong internal control systems, procedures and programs as well as corporate governance to safeguard their organizations from occupational fraudsters. However, these efforts have proven futile because they don’t touch the ‘heart’. Therefore, we contend that corporate culture plays a critical role in managing the risks of fraudulent acts. Particularly, when ethics is solidly implanted in corporate culture and exemplified by top leadership, an organization is more likely to minimize internal scams. Consequently, and board and management should create and sustain an ethical corporate culture that integrates an organization’s core values, motivates employees in doing what is right. Employees should be empowered to voice out their suspicions and see their crucial role in minimizing frauds.

Keywords: Corporate culture, ethical culture, Occupational fraud, risk management