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Organizational Crime: Why Good People Do Bad Things

Mar 6, 2007 Donald A. Palmer Michael W. Maher Developing the Process Model of Collective Corruption Normal Organizational Wrongdoing: A Critical Analysis of Theories of Misconduct in and by Organizations UC Davis News Service press release

Training employees to better understand why good people do bad things could be more effective in curbing organizational wrongdoing than ethics training and legal reforms, according to research by Professors Donald Palmer and Michael Maher. “Much wrongdoing is the result of mindless, mundane processes—rules, hierarchy, standard procedures and social influence processes,” says Palmer, who teaches a course on the causes of corporate and white-collar crime.

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Donald A. Palmer
Professor of Management

Jun 1, 2011 Organizational Behavior Ph.D., State University of New York, Stony Brook

Teaching Field: Organizational Behavior

Research Expertise: Organizational behavior, role of power and politics in corporate decision making, causes of organizational wrongdoing

Consulting: Community health needs assessments, group decision-making facilitation

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dapalmer[remove-this-and-replace-with-at]ucdavis.edu

Faculty

Michael W. Maher
Professor of Management

Jun 1, 2011 Accounting Ph.D., University of Washington

Research Expertise: Accounting, cost-effectiveness of online education, healthcare costs, corporate crime and misconduct

A recognized expert on managerial accounting, Professor Michael Maher is also an authority on corporate crime (e.g., fraud, bribery, antitrust). He develops profiles on companies and managers that commit corporate misconduct, and studies and lectures on corporate ethics and the responsibilities of business and auditors to stakeholders.

Gallagher Hall
Room 3412

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(530) 752-7034

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mwmaher[remove-this-and-replace-with-at]ucdavis.edu

Research

Developing the Process Model of Collective Corruption
Journal of Management Inquiry, 2006

Apr 4, 2006 Donald A. Palmer Michael W. Maher Organizational Behavior Accounting

There are two explanations of organizational crime. The dominant one assumes that people make discrete decisions and develop positive dispositions to engage in crime before embarking on criminal behavior. An emerging alternative assumes that people often embark on criminal behavior through a process and without first developing positive dispositions.

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Publication

Normal Organizational Wrongdoing: A Critical Analysis of Theories of Misconduct in and by Organizations
Oxford University Press, 2012

Feb 28, 2012 Donald A. Palmer Organizational Behavior

Instances of wrongdoing in and by organizations are prevalent in modern society, perhaps increasingly so in recent years. Why do organizational participants—employees, managers, senior officials—engage in illegal, unethical, and socially irresponsible behavior?

UC Davis Graduate School of Management

Organizational Crime: Why Good People Do Bad Things

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Donald A. Palmer
Professor of Management

Michael W. Maher
Professor of Management

Developing the Process Model of Collective Corruption
Journal of Management Inquiry, 2006

Normal Organizational Wrongdoing: A Critical Analysis of Theories of Misconduct in and by Organizations
Oxford University Press, 2012

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Organizational Crime: Why Good People Do Bad Things

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