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Roles of compliance officers

Roles of compliance officers
Roles of compliance officers
This chapter considers the key role of compliance officers as a specialist bulwark against corporate deviance and crime and the exposed nature of their distinctive status. This status is explored via close analysis of public corporate statements made by compliance violators with linkage to foregoing case studies to evaluate reputational symbolic and substance messaging, before considering the recent large-scale survey of compliance officers in the United States. The Yara corruption scandal in Libya is presented as an example of the undue pressure exerted on compliance professionals during episodes of corporate wrongdoing, with the authors demonstrating that in the aftermath of white-collar scandal, many companies attempt a form of reactive corporate window dressing by introducing new rules and organizational changes for their employees.
103-112
Palgrave Macmillan
Gottschalk, Petter
1ee888b0-7e8a-447c-b40f-7189aefede6f
Hamerton, Christopher
49e79eba-521a-4bea-ae10-af7f2f852210
Gottschalk, Petter
1ee888b0-7e8a-447c-b40f-7189aefede6f
Hamerton, Christopher
49e79eba-521a-4bea-ae10-af7f2f852210

Gottschalk, Petter and Hamerton, Christopher (2022) Roles of compliance officers. In, Corporate Compliance: Crime, Convenience and Control. 1st ed. London. Palgrave Macmillan, pp. 103-112. (doi:10.1007/978-3-031-16123-0_6).

Record type: Book Section

Abstract

This chapter considers the key role of compliance officers as a specialist bulwark against corporate deviance and crime and the exposed nature of their distinctive status. This status is explored via close analysis of public corporate statements made by compliance violators with linkage to foregoing case studies to evaluate reputational symbolic and substance messaging, before considering the recent large-scale survey of compliance officers in the United States. The Yara corruption scandal in Libya is presented as an example of the undue pressure exerted on compliance professionals during episodes of corporate wrongdoing, with the authors demonstrating that in the aftermath of white-collar scandal, many companies attempt a form of reactive corporate window dressing by introducing new rules and organizational changes for their employees.

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Published date: 1 November 2022

Identifiers

Local EPrints ID: 476435
URI: http://eprints.soton.ac.uk/id/eprint/476435
PURE UUID: 2b368931-9141-4b0e-90dc-cd08febe8b0b
ORCID for Christopher Hamerton: ORCID iD orcid.org/0000-0001-6300-2378

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Date deposited: 21 Apr 2023 12:04
Last modified: 17 Mar 2024 03:52

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Author: Petter Gottschalk

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