The concept of corporate culture — generally defined as “the way we do things around here” — isn’t a rigid paper process. It’s hard to measure, which explains why corporate culture has been largely neglected by regulators and the anti-corruption-consulting industry.
Instead, the focus has been on internal compliance programs which respond to risks in the external environment — “that’s just the way they do business over there” or to the individual characteristics of “rogue employees” — the bad apples that bring companies down.
But organizational and team culture and norms are overwhelmingly important in explaining why and how corruption occurs. When you begin working in a new organization, the person at the desk next to you is a far more important source of how things really work and how to get things done than the code of conduct.
The original article can be found at www.fcpablog.com