Ignorance-Concealing Use of Immoral Means by Outsider Managers, a Covert Corrupting Practice that Nurtures Immoral Executives

Author(s)

Reuven Shapira ,

Download Full PDF Pages: 61-81 | Views: 819 | Downloads: 192 | DOI: 10.5281/zenodo.3445644

Volume 6 - February 2017 (02)

Abstract

The purpose of this research is to investigate the relationship between tax optimization and firm value in context of Pakistan. This study incorporates specially the factors that can be closely interrelated to effective tax rates and can influence the firm value. Debt, earnings management and audit quality is given the main interest in this study. To determine the effect, the study includes the balanced panel data with 381 non-financial firms and 2280 total number of observations. The time period of the study conducted is six years i.e. from 2009 to 2014. Panel data regression analysis is done in the e-views software to test the data. The results how that tax optimization, accruals and audit quality increase the firm value. The findings of the research help policy makers, investigators to better apprehend the role of tax optimization in managing of firms and also increase in their performance and ultimately the increased value.

Keywords

Covertly concealing managerial ignorance; immoral careerism; trust and learning cycles; distrust and ignorance cycles; vulnerable involvement

References

i.        Ailon, G. (2013). “From superstars to Devils: The ethical discourse on managerial figures involved in a corporate scandal.” Organization, Vol. 22, No. 1, pp. 78-99.

      ii.      Arendt, H. (1963). Eichmann in Jerusalem. New York: Viking Press.

      iii.    Armstrong, P. (1987). “Engineers, management and trust.” Work, Employment, and Society, Vol. 1, No. 4, pp. 421-440.

iv.   Baldoni, J. (2008). “How to fight managerial incompetence.” HBR Blog Network, April 3.

v.     Bennis, W. (1989). Why Leaders Can’t Lead. San Francisco: Jossey-Bass.

vi.   Blau, M. (1955). The Dynamics of Bureaucracy. Chicago: University of Chicago Press.

          vii. Boddy, C. R. P., Ladyshewsky R. and Galvin P. (2010). “Leaders without ethics in global business: Corporate psychopaths.” Journal of Public Affairs, Vol. 10, No. 1, pp. 121-138.

viii.Bower, J. L. (2007). The CEO Within. Boston: Harvard Business School Press.

            ix.    Boyatzis, R. E. (2009). “Competencies as a behavioral approach to emotional intelligence.” Journal of Management Development, Vol. 28, No. 9, pp. 749-770.

            x.      Bratton, V. K., and Kacmar K. M. (2004). “Extreme careerism: The dark side of impression management.” In R. Griffin and A. O'Leary-Kelly (Eds.), The Dark Side of Organizational Behavior. San Francisco: Jossey-Bass, 291-308.

xi.   Brown, J. S. (2001). “Knowledge and Organization: A social-practice perspective.” Organization Science, Vol. 12, No. 2, pp. 198-213.

xii. Brumann, C. (2000). “The dominance of one and its perils: Charismatic leadership and branch structures in utopian communes.” Journal of Anthropological Research, Vol. 56, No. 4, pp. 425-451.

xiii. Buckley, J. (1989). “The new organization man.” U.S. News and World Report 106, pp. 40-51.

xiv. Burns, J. M. (1978). Leadership. New York: Harper.

xv.  Burns, T., and Stalker G. M. (1961). The Management of Innovation. London: Tavistock.

xvi. Campbell, R. J., Sessa V. J. and Taylor J. (1995). “Choosing top leaders: Learning to do better.” Issues and Observations, Vol. 15: 1-5. Greensboro (NC): Centre for Creative Leadership.

xvii. Chiaburu, D. S., Munoz G. J. and Gardner R. G. (2012). “How to spot a careerist early on: Psychopathy and exchange ideology as predictors of careerism.” Journal of Business Ethics, Vol. 118, No. 3, pp. 473-486.

xviii. Ciulla, J. B. (Ed.) (1998). Ethics, the Heart of Leadership. Westport (CN): Praeger.

xix. Collins, H. M., and Evans R. (2007). Rethinking Expertise. Chicago: University of Chicago Press.

xx. Collins, H. M., and Sanders G. (2007). “They give you the keys and say ‘drive it!’: Managers referred expertise and other expertises.” Studies in History and Philosophy of Science, Vol. 38, No. 4, pp. 621-641.

          xxi.Collins, H. M., and Weinel M. (2011). “Transmuted expertise: How technical non-experts can assess experts and expertise.” Argumentation, Vol. 25, No. 3, pp. 401-415.

xxii.  Collins, J. (2001). Good to Great. New York: HarperCollins.

xxiii. Collinson, D. (2005). “Questions of distance.” Leadership, Vol. 1, No. 2, pp. 235-250.

xxiv. Curphy, G., Hogan R. and Hogan J. (2008). “Managerial incompetence: Is there a dead skunk on the table?” Retrieved 30.8.2013: www.leadershipketnote.net_articles_index_a4.htm

xxv.  Curtis, R. (2009). “Review essays: Whewell’s philosophy under dispute.” Philosophy of the Social Sciences, Vol. 39, PP. 495-506.

xxvi. Dalton, M. (1959). Men Who Manage. New York: Wiley.

xxvii. Davis, G. F. 1994. “Corporate elite and the politics of corporate control.” Current Perspectives in Social Theory, Supplement, Vol. 1, pp. 215-238.

xxviii. Deutsch, M. (1962). “Cooperation and trust: Some theoretical notes. In M. R. Jones (Ed.), Nebraska Symposium on Motivation. Lincoln: University of Nebraska Press, 275-319.

xxix. Diefenbach, T. (2013). “Incompetent or immoral leadership? Why many managers and change leaders get it wrong.” In B. Todenem and B. Burnes (Eds.), Organizational Change, Leadership, and Ethics. New York: Routledge, 149-170.

xxx.   Dore, R. (1973). British Factory - Japanese Factory. Berkeley (CA): University of California Press.

xxxi.  Edgerton, R. B. (1967). The Cloak of Competence. Berkeley (CA): University of California Press.

          xxxii.   Erdal, D. (2011). Beyond the Corporation. London: Bodley Head.

xxxiii. Fast, N. J., Burris E. R. and Bartel. C. A. (2014). “Managing to stay in the dark: Managerial self-efficacy, ego-defensiveness, and the aversion to employee voice.” Academy of Management Journal, Vol. 57, No. 4, pp. 1013-1034.

         xxxiv. Feldman, D. C., and Weitz. B. A. (1991). “From the invisible hand to the gladhand: Understanding the careerist orientation to work.” Human Resource Management, Vol. 30, No. 2, pp. 237-257.

xxxv. Ficarrotta, J. C. (1988). “Careerism: A moral analysis of its nature, types, and contributing causes in the military services. Retrieved 14.2.2013: www.isme.tamu.eduJSCOPE88Ficarrotta88

xxxvi.   Fine, G. A. (2012). Tiny Publics. New York: Russell Sage.

xxxvii.  Flyvbjerg, B. (2001). Making Social Science Matter. Cambridge: Cambridge University Press.

xxxviii. Flyvbjerg, B. (2006). “Making organization research matter: Power, Values, and phronesis.” In S. R. Clegg et al. (Eds.), Sage Handbook of Organization Studies. Thousand Oaks (CA): Sage, 357-381.

         xxxix.   Flyvbjerg, B., Bruzelius N. and Rothengatter W. (2003). Megaprojects and Risk. Cambridge: Cambridge University Press.

         xl.    Fondas, N., and Wiersema M. (1997). “Changing of the Guard: The influence of CEO socialization on strategic change.” Journal of Management Studies, Vol. 34, No. 4, pp. 561-584.

xli.  Fox, A. (1974). Beyond Contract. London: Faber.

xlii. Gabriel, R. A., and Savage P. L. (1981). Crisis in Command. New Delhi: Himalayan.

xliii. Galbraith, J. K. (1971). The New Industrial State. Houghton Mifflin. Boston.

xliv. Gannon, M. J. (1983). “Managerial ignorance.” Business Horizons, Vol. 26, No. 1, pp. 26-32.

xlv. Geertz, C. (1973). The Interpretation of Cultures. New York: Basic Books.

xlvi. Geneen, H. (1984). Managing. New York: Avon.

xlvii. Gini, A. (2004). “Business, ethics, and leadership in a post Enron era.” Journal of Leadership & Organizational Studies, Vol. 11, No. 1, pp. 9-15.

          xlviii. Gioia, D. A., Corley K. G. and Hamilton A. L. (2013). “Seeking qualitative rigor in inductive research: Notes on the Gioia Methodology.” Organizational Research Methods, Vol. 16, pp. 15-31.

xlix.    Gittell, J. H. (2000). “Paradox of coordination and control.” California Management Review, Vol. 42, No. 3, pp. 101-117.

l.   Goffman, E. (1959). The Presentation of Self in Everyday Life. Garden City (NY): Doubleday.

li.  Gouldner, A. W. (1954). Patterns of Industrial Bureaucracy. New York: Free Press.

lii. Graham, J. W. (1991). “Servant-leadership in organizations: Inspirational and moral.” Leadership Quarterly, Vol. 2, No. 2, pp. 105-119.

liii. Griffin, R., and O’Leary-Kelly A. (Eds.). (2004). The Dark Side of Organizational Behavior. San Francisco: Jossey-Bass.

liv.  Grove, A. S. (1996). Only the Paranoid Survive. New York: Doubleday.

lv.    Groysberg, B., Lee L-E. And Nanda A. (2008). “Can they take it with them? The portability of star knowledge workers’ performance.” Management Science, Vol. 54, No. 7, pp. 1213-1230.

lvi.  Guest, R. H. (1962). Organizational Change. London: Tavistock.

lvii. Hambrick, D. C. (2007). “Upper echelons theory: An update.” Academy of Management Review, 32, 334-343.

lviii. Hase, S., Sankaran S. and Davies A. (2006). “Overcoming barriers to knowledge management: Visiting the dark side of organizations.” ActKM Online Journal of Knowledge Management 3, pp. 35-44. Retrieved 16.2.2011: http//:www.actkm.org

lix. Heskett, J. (2011). The Culture Cycle. Upper Saddle River (NJ): Financial Times Press.

lx.   Haslam, S. A., Reicher S. D. and Platow M. J. (2011). The New Psychology of Leadership. New York: Psychology Press.

lxi.  Hogan, R., and J. Hogan. (2001). “Assessing Leadership: A view from the dark side.” International Journal of Selection and Assessment, Vol. 9, No. 1/2, pp. 40-51.

lxii.  Hollander, E. P. (1998). “Ethical challenges in leader-follower relationships.” In J. B. Ciulla (Ed.), Ethics, the Heart of Leadership. Westport (CN): Praeger, 49-62. 

lxiii.  Hughes, E. C. (1958). Man and Their Work. Glenco (IL): Free Press.

lxiv.  Izraeli, D. N. (1977). “‘Settling-in’: An interactionist perspective on the entry of the new manager.” Pacific Sociological Review, Vol. 20, No. 1, pp. 135-160.

lxv. Jackall, R. (1988). Moral Mazes. New York: Oxford University Press.

lxvi. Jay, A. 1969. Management and Machiavelly. New York: Bantam.

lxvii. Johnson, C. (2008). “The rise and fall of Carly Fiorina: An ethical case study.” Journal of Leadership & Organizational Studies, Vol. 15, No. 2, pp. 188-196.

lxviii. Kanter, R. M. (1977). Men and Women of the Corporation. New York: Basic Books.

lxix.  Karaevli, A. (2007). “Performance consequences of new CEO ‘outsiderness’: Moderating effects of pre-and post-succession contexts.” Strategic Management Journal, Vol. 28, No. 4, pp. 681-706.

lxx. Kets de Vries, M. F. R. (1993). Leaders, Fools, and Impostors. San Francisco: Jossey-Bass.

lxxi. Khurana, R. (2002). Searching for a Corporate Savior. Princeton (NY): Princeton University Press.

lxxii. Klein, G. (1998). Sources of Power. Cambridge (MA): MIT Press.

lxxiii.  Kressel, G. M. (1974). Stratification versus Equality in the Kibbutz. Tel Aviv: Cherikover (Hebrew).

lxxiv.  Kruger, J., and Dunning D. (1999). “Unskilled and unaware of it: How difficulties in recognizing one’s own incompetence lead to inflated self-assessments.” Journal of Personal and Social Psychology, Vol. 77, No. 6, pp. 1121-1134.

lxxv.    Levenson, B. (1961). “Bureaucratic succession.” In A. Etzioni (Ed.), Complex Organizations. New York: Holt, 362-375.

lxxvi.  Lewin, K. (1951). The Field Theory in Social Science. New York: Harper.

lxxvii. Linstead, S., Marechal G. and Griffin R. W. (2014). “Theorizing and researching the dark side of organization.” Organization Studies, Vol. 35, No. 2, pp. 165-188.

lxxviii. Liu, D., H. Liao and Loi R. (2012). “The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity.” Academy of Management Journal, Vol. 55, No. 5, pp. 1187-1212.

lxxix.     Luthans, F. (1988). “Successful versus effective managers.” Academy of Management Executive, Vol. 2, No. 2, pp. 127-132.

lxxx.  Luttwak, E. (1984). The Pentagon and the Art of War. New York: Simon and Schuster.

lxxxi.   Maccoby, M. (1976). The Gamesman. New York: Simon and Schuster.

lxxxii.  Meyer, D. R. (2010). The Engaged Manager. Larkspur (CO): ECI Learning Systems.

lxxxiii.   Mehri, D. (2005). Notes from Toyota-Land. Ithaca (NY): ILR Press.

lxxxiv.    Michels, R. (1959[1915]). Political Parties. New York: Dover.

lxxxv.    Mintzberg, H. (1987). “The strategy concept 1: 5 Ps for strategy.” California Management Review, Vol. 30, No. 1, pp. 11-21. 

lxxxvi.  Moore, W. E. (1962). “The Conduct of the Corporation. New York: Random House.

          lxxxvii.     Morita, A. (2014). “The ethnographic machine: Experimenting with context and comparison in Strathernian Ethnography.” Science, Technology & Human Values, Vol. 39, No. 2, pp. 214-235.

lxxxviii.    Mosier, M. L. (1988). “Getting a grip on careerism. Airpower Journal, Vol. 2, No. 2, pp. 52-60.

          lxxxix.              Moss, S. E., Sanchez J. I. et al. (2009). “The mediating role of feedback avoidance behavior in the LMX–performance relationship.” Group & Organization Management, Vol. 34, No. 6, pp. 645–664.

xc.   Narayan, K. (1993). “How native is a ‘native’ anthropologist?” American Anthropologist, Vol. 95, No. 3, pp. 671–686.

xci. Nienaber, A-M., Holtorf V. et al. (2015). “A climate of psychological safety enhances the success of front end teams.” International Journal of Innovation Management, Vol. 19 No. 2, pp. 1-34.

xcii.  Niv, A., and Bar-On, D. (1992). The Dilemma of Size from a System Learning Perspective: The Case of the Kibbutz. Greenwich (CN): JAI Press.

xciii.  Norman, S. M., Avolio B. J. and Luthans F. (2010). “The impact of positivity and transparency on trust in leaders and their perceived effectiveness.” The Leadership Quarterly, Vol. 21, No. 3, pp. 350-364.

xciv.  Obembe, D. (2012). “Knowledge sharing sustained relationships and the habitus. Management Learning, Vol. 44, No. 4, pp. 355–372.

xcv.  Orr, J. E. (1996). Talking About Machines. Ithaca (NY): Cornell University Press.

           xcvi.    Ouchi, W. G. (1981). Theory Z. Boston: Addison-Wesley.

xcvii.     Parker, M. (2000). Organizational Culture and Identity. Sage. London.

xcviii.    Poulin, B. J., Hackman M. Z. and Barbarasa-Mihai C. (2007). “Leadership and succession: The challenge to succeed and the vortex of failure.” Leadership, Vol. 3, No. 3, pp. 301-324.

xcix.   Pullen, A., and Rhodes C. (2015). “Ethics, embodiment, and organizations.” Organization, Vol. 22, No. 2, pp. 159-165.

c.    Rhode, D. (Ed.) (2006). Moral Leadership. San Francisco: Jossey-Bass.

ci.  Riesman, D. (1950). The Lonely Crowd. New Haven (NJ): Yale University Press.

         cii.   Raelin, J. A. (2013). “The manager as a facilitator of dialogue.” Organization, Vol. 20, No. 6, pp. 818-839.

         ciii. Roberts, J. (2013). “Organizational ignorance: Towards a managerial perspective on the unknown.” Management Learning, Vol. 44, No. 3, pp. 215-236.

           civ. Robin, C. (2007). “Dragon-slayers. London Review of Books, Vol. 29 No. 1, pp. 18-10.

           cv.   Robison, J. (2010). “Leading engagement from the top.” Gallup Management Journal Online. Retrieved: 27.7.2011: http://findarticles.com/p/articles/mi_6770

cvi.Roy, D. F. (1952). “Quota restriction and goldbricking in a machine shop.” American Journal of Sociology 57 No. 4, pp. 427-442.

cvii.   Russell, R. (1995). Utopia in Zion. Albany (NY): SUNY Press.

cviii.    Santora, J. C. (2004). “Passing the baton.” Academy of Management Executive, Vol. 18, No. 2, pp. 157-159.

cix. cix.   Scharfstein, B-A. (1995). Amoral Politics. Albany (NY): SUNY Press.

cx. Schön, D. A. (1983). The Reflective Practitioner. New York: Basic Books.

cxi. Schweigert, F. J. 2007. “Learning to lead: Strengthening the practice of community leadership.” Leadership, Vol. 3, No. 3, pp. 325-342.

cxii.   Semler, R. (1993). Maverick. New York: Warner.

cxiii.  Sendjaya, S., Sarros J. C. and Santora J. C. (2008). “Defining and measuring servant leadership behavior in organizations.” Journal of Management Studies, Vol. 45, No. 2, pp. 402-423.

cxiv.   Shapira, R. (1978/9). “Autonomy of technostructure: An inter-kibbutz regional organization case study.” The Kibbutz 6/7: 276-303 (Hebrew).

cxv.   Shapira, R. (1987). “Anatomy of Mismanagment. Tel Aviv: Am Oved (Hebrew).

cxvi.   Shapira, R. (1995). “‘Fresh blood’ innovation and the dilemma of personal involvement.” Creativity and Innovation Management, Vol. 4, No. 2, pp. 86-99.

cxvii.   Shapira, R. (2001). “Communal decline: The vanishing of high-moral leaders and the decay of democratic, high-trust kibbutz cultures.” Sociological Inquiry, Vol. 71, No. 1, pp. 13-38.

cxviii.  Shapira, R. (2005). “Academic capital or scientific progress? A critique of the studies of kibbutz stratification.” Journal of Anthropological Research, Vol. 61, No. 3, pp. 357-380.

cxix.   Shapira, R. (2008). Transforming Kibbutz Research. Cleveland (OH): New World Publishing.

       cxx.    Shapira, R. (2011). “Institutional combination for cooperative development: How trustful cultures and transformational mid-levelers overcame old guard conservatism.” In J. Blanc & D. Colongo (Eds.), Cooperatives Contributions to a Plural Economy. Paris: L’Harmattan, 75-90.

cxxi.   Shapira, R. (2012a). “High-trust culture, the decisive but elusive context of shared co-operative leaderships.” In J. Heiskanen et al. (Eds.), New Opportunities for Co-Operatives: New Opportunities for People. Mikkeli, Finland: University of Helsinki Press, 154- 167.

cxxii.    Shapira, R. (2012b). “Becoming a triple stranger: Autoethnography of a kibbutznik’s long journey to discoveries of researchers’ faults.” In H. Hazan and E. Hertzog (Eds.), Serendipity in Anthropological Research: The Nomadic Turn. Farnham (UK): Ashgate Press, 93-108.

cxxiii.   Shapira, R. (2013). “Leaders’ vulnerable involvement: Essential for trust, learning, effectiveness and innovation in inter-co-operatives. Journal of Co-operative Organization and Management, Vol. 1, No. 1, pp. 15-26.

        cxxiv.                 Shapira, R. (2015a). “Dysfunctional outsider executives’ rule and the terra incognita of concealed managerial ignorance.” Open Journal of Leadership, Vol. 4, No. 1, pp. 12-29.

       cxxv.                   Shapira, R. (2015b). “Prevalent concealed ignorance of low-moral careerist managers: Contextualization by a semi-native multi-site Strathernian ethnography.” Management Decision, 53, No. 7, pp. 1504-1526.

cxxvi.     Shapira, R. (2016). “Rethinking the reverence of Stalinism in the two major kibbutz movements.” Israel Affairs, Vol. 22, No. 1, pp. 20-44.

         cxxvii.               Shapira, R. (In print). Mismanagement, “Jumpers,” and Morality. New York: Routledge.

         cxxviii.             Shotter, J. and Tsoukas H. (2014). “Performing phronesis: On the way to engaged judgment.” Management Leraning, 45, No. 4, pp. 377-396.

cxxix.     Simon, H. (1957). Administrative Behavior. New York: Free Press.

cxxx.    Smithson, M. (1989). Ignorance and Uncertainty. New York: Springer-Verlag.

cxxxi.   Spiro, M. E. (1983). “Introduction: Thirty years of kibbutz research.” In E. Krausz (Ed.), The Sociology of Kibbutz. New Brunswick (NJ): Transaction, 1-6.

cxxxii.  Starbuck, W. A. (2007). “Living in mythical spaces.” Organization Studies, Vol. 28, No. 1, pp. 21-25.

         cxxxiii.             Sternberg, R. K. (Ed.) (2002). Why Smart People Can Be So Stupid. New Haven (NJ): Yale University Press.

         cxxxiv.             Storey, J., Basterretxea I. and Salaman G. 2014. “Managing and resisting ‘degeneration’ in employee-owned businesses: A comparative study of two large retailers in Spain and the United Kingdom.” Organization, Vol. 21 No. 5, pp. 626-644.

cxxxv. Stryjan, Y. (1989). Impossible Organizations. New York: Greenwood.

          cxxxvi.   Swidler, A. (2001). Talk of Love. Chicago: University of Chicago Press.

cxxxvii. Thomas, G. F., Zolin R. and Hartmen J. L. (2009). “The central role of communication in developing trust and its effect on employee involvement.” Journal of Business Communications, Vol. 46, No. 3, pp. 287-310.

cxxxviii.  Tichy, N. M., and Bennis W. G. (2007). Judgment. New York: Penguin.

cxxxix.  Townley, B. (2002). “Managing with modernity.” Organization, Vol. 9, No. 4, pp. 549-573.

cxl.   Vald, E. 1987. The Curse of the Broken Tools. Jerusalem: Schocken (Hebrew).

cxli.   Vancil, R. F. 1987. Passing the Baton. Boston: Harvard Business School Press.

cxlii.   Villette, M., and Vuillermot C. (2009). From Predators to Icons. Ithaca: ILR Press.

cxliii.  \Webb, J., and Cleary D. (1994). Organizational Change and the Management of Expertise. London: Routledge.

cxliv.   Weibel, A., and F. Six (2012). “Trust and control: The role of intrinsic motivation.” Paper presented at the 5th Organization Studies Summer Workshop, Mykonos, May.

cxlv.   Weissberg, R. (2002). “Administrative careerism and PC.” Academic Questions, Vol. 15, No. 2, pp. 58-68.

cxlvi. Welker, M., Partridge D. J. and Hardin R. (2011). “Corporate lives: New perspectives on the social life of the corporate form.” Current Anthropology, Vol. 52, S3, pp. S3-15.

cxlvii.  Wexler, M. N. (2006). “Successful resume fraud: Conjectures on the origins of amorality in the workplace. Journal of Human Values, Vol. 12, No. 2, pp. 137-152.

cxlviii.  Whitener, E. M. Brodt S. E. and Werner J. M. (1998). “Managers as initiators of trust: Exchange relationships framework for understanding managerial trustworthy behavior.” Academy of Management Review, Vol. 23, No. 3, pp. 513-530.

cxlix.   Whyte, W. F. and Whyte K. K. (1988). Making Mondragon. Ithaca (NY): ILR Press.

cl.   Wilson, G. I. (2011). “Careerism. In W. T. Wheeler (Ed.), The Pentagon Labyrinth. Washington (DC): Center for Defense Information, 43-59.

cli.  Yanow, D. (2004). “Academic anthropologists in the organizational studies workplace.” Management Learning, Vol. 35, No. 2, pp. 225-238.

clii. Zand, D. E. (1972). “Trust and managerial problem solving.” Administrative Science Quarterly, Vol. 17, No. 2, pp. 229-239.

cliii.    Zbaracki, M. J. (1998). “The rhetoric and reality of total quality management.” Administrative Science Quarterly, Vol. 43, No. 4, pp. 602-633.

Cite this Article: