The challenge is to identify those who really want to be honest and those who only want to appear to be honest
Internally motivated people are more likely to be honest, unless bosses lean on them too hard
The MD&A section of financial reports can contain linguistic clues to fraud. How do they get in there?
From executives to general staff, knowing how to deal with conflicts of interest can’t be left to chance. Here’s a three-stage approach to building a do-right culture
It’s not only “bad” or greedy people acting alone who are guilty of wrongdoing, and internal controls go only so far
Corporate fraud is usually blamed on deeply flawed people acting alone. Yet fraud is a far more social affair than managers or auditors may realize
Executive gatekeepers are supposed to sit between their firms and investors, monitoring for misconduct. A new study says they earn their keep but equity incentives can roll back some gains
Regulators and auditors need all the help they can get to spot underhanded accounting. Here’s a text-based tool that can X-ray annual and quarterly reports
How to determine if your organizational climate is fraud-friendly

Smith School of Business

Goodes Hall, Queen's University
Kingston, Ontario
Canada K7L 3N6

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