Academy of Management Executive, 2003, Vol. 17, No. 3 ... · Coping with corruption in foreign markets ... China, Pakistan, Lesotho, South Africa, Costa Rica, Egypt, ... corruption

Coping with corruption inforeign markets

Jonathan P. Doh, Peter Rodriguez, Klaus Uhlenbruck, Jamie Collins, and Lorraine Eden

Executive SummaryGovernment corruption is a pervasive element of the international business

environment and has damaging effects on governments, firms, and the broader society inwhich it takes place. Recently publicized scandals in Russia, China, Pakistan, Lesotho,South Africa, Costa Rica, Egypt, and elsewhere underscore the extent of corruptionglobally, especially in the developing world. Yet, the impact of government corruption onforeign investment has received limited attention. In this article, we examine howmultinational firms respond to corruption when investing in foreign markets, especiallydeveloping countries. The article begins with a discussion of the direct and indirect costsof corruption to business and provides illustrations of corruption’s impact on firms thatinvest in foreign markets. We employ a framework that incorporates two basicdimensions of government corruption—pervasiveness and arbitrariness. We then proposefive broad strategies that multinationals should consider in responding to corruption andgive examples of organizations that use these approaches. Corruption involves costs thatfirms investing abroad are likely to misjudge or ignore. A clear understanding ofcorruption’s nature creates value for decision makers and allows for a strategic analysisof responses to corruption pressures.

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In 1998, incoming Pakistani Prime Minister NawazSharif alleged that foreign companies investing inindependent electric power projects had bribed of-ficials from the previous Benazir Bhutto govern-ment in return for high electricity rates. He threat-ened to rescind the project contracts if the foreigncompanies did not cut their rates by more than 30per cent.1 In Russia, several Canadian oil and min-eral extraction firms were expropriated by theirlocal joint venture partners who were able to takeadvantage of Russia’s unpredictable court sys-tem.2 On the African continent, legal proceedingsare underway against some of the biggest Euro-pean building companies for passing bribes to alocal government official overseeing World Bank-financed construction projects.3 These are amongthe hundreds of publicized examples of how for-eign investment has been affected and disruptedby corruption.

Foreign direct investment (FDI) has grown rap-idly over the past decade. Private investment indeveloping countries, especially in large emergingmarkets such as China, Brazil, Mexico, Indonesia,and Poland, has seen a particularly large in-

crease.4 Fueled by the broad forces of globalizationand technological advancement, private invest-ment by multinational enterprises (MNEs) in prop-erty, plant, and equipment has contributed to eco-nomic development in many emerging economies.These initiatives have also helped investors diver-sify portfolios and generate higher returns fromfast-growing markets. Yet, beneath the veneer ofbenefits to both host countries and MNE investorsis a troubling and persistent pattern of uncertaintyand added costs associated with the risks of FDI.

Political and economic risks have received wide-spread attention from management practitionersand scholars, and a body of helpful managerialliterature has developed around advising firms onhow best to navigate political pressure and insta-bility.5 One type of risk, however—the risk of gov-ernment corruption—has received much less at-tention.6 Although many studies detail the impactof corruption on national economies, and othershave considered corruption in the context of ethicsand social responsibility,7 few efforts have beendirected at assessing its impact on firms. Yet, thelikelihood of investing firms confronting corruption

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is much higher than the chance of facing expropri-ation or other such events that fall into the cate-gory of political risks. This is because corruptionexists (and persists) “below the radar screen” ofmany corporate officers, management researchers,and even government officials. The very nature ofgovernment corruption, which we define as theabuse (or misuse) of public power for private (per-sonal) benefit, lends itself to a tendency to look theother way and fosters an attitude of “don’t ask,don’t tell.” Firms are concerned that exposing cor-rupt behaviors will reduce profits or anger corruptofficials without changing the behavior of others.Some have suggested that corruption may evencreate an opportunity for international firms toovercome numerous difficulties associated withentering new foreign markets.8 However, the costsof corruption to foreign investors, host countries,and broader societal interests are substantial. Weemphasize that firms choosing to comply with oreven exploit local corruption often neglect signifi-cant long-term costs.

Firms choosing to comply with or evenexploit local corruption often neglectsignificant long-term costs.

Our focus is on FDI in developing countries.These countries have poorly developed and oftenineffective institutional systems, and it is in theseenvironments where corruption is most rampantand creates the greatest potential for distortinginvestment plans. While corruption is present in avariety of industries and country settings, it ismore common in certain sectors. For instance, in-frastructure projects are especially prone to cor-ruption because they involve large investmentsand complex contracts in which corrupt paymentscan be easily disguised.9

We begin by detailing the direct and indirectcosts of corruption to both host countries and for-eign investors. Drawing from research on the im-pact of corruption on economic development, wepresent a framework that incorporates two impor-tant dimensions of corruption—its pervasivenessand arbitrariness. We conclude with a discussionof strategies which multinationals can pursuealone or in conjunction with governments and in-ternational organizations to stem the tide of cor-ruption or at least reduce its worst effects.

Costs of Corruption

Corruption can be viewed as a tax that increasescosts and shifts risk from some stakeholders to

others. Specifying its direct and indirect costshelps isolate the ways in which corruption affectsbusiness decision-making.

Direct Costs

Bribes, kickbacks, “grease,” and “speed” moneyare perhaps the most conspicuous types of corruptactivity. Direct costs of corruption are those coststhat result from direct interaction between the firmand the government (as represented by any of itsofficials or policy makers). Hence, bribes, bureau-cratic red tape, and various categories of transac-tion costs are considered direct costs since theycan be identified with a direct interaction or trans-action between a particular firm and corrupt offi-cials. Similarly, resources expended in an effort toavoid extortion by corrupt officials of a given firmare also a direct cost. Table 1 provides a summaryof six major types of direct costs of corruption thatwe have identified from our research.

Bribes

Bribes cost firms and other stakeholders throughmonetary and non-monetary payments to thosewith public power. Examples of bribery are numer-ous. However, only a small fraction of bribes areexposed, suggesting that bribery is far more per-vasive than what is reported. Consider these ex-amples. In September 2002, Michael Woerfel, a se-nior employee of European Aeronautic Defenseand Space Company (EADS), was charged withcorruption in connection with a 1999 $5 billion armsdeal with South Africa. EADS conceded that it had“helped” 30 South Africans with hefty discounts onluxury cars. In related developments, chief whip ofthe ruling African National Congress (ANC) TonyYengeni was charged with corruption, fraud, andperjury.10 Also in September of 2002, a Lesothocourt found Acres International, a Toronto-basedfirm, guilty of passing $260,000 as a bribe to thechief executive of the project. The executive wasconvicted of 13 counts of bribery and of acceptingmore than $2 million in total bribes.11 In July 2002,Xerox admitted in a regulatory filing that it hadmade improper payments of more than $500,000“over a period of years” to government officials inIndia to push sales.12

Red Tape and Bureaucratic Delay

Red tape and bureaucratic delay are examples ofnon-monetary costs that result from dealing withcorrupt officials or complying with the require-ments of corrupt regimes. To avoid red tape and

2003 115Doh, Rodriguez, Uhlenbruck, Collins, and Eden

delays in facilitating project approvals, firms oftenuse bribes to “grease the skids.”13 This was thecase when Robert King, a leading investor in OwlSecurities (OSI), was convicted on five counts ofconspiracy and for violating the Foreign CorruptPractices Act by planning to bribe Costa Ricanofficials. The bribery was related to OSI’s plan tobuild a new Caribbean super-port and a 124-miledry canal through Costa Rica, designed to rival thePanama Canal.14 Lockheed Martin agreed to a con-sent decree (neither admitting nor denying allega-tions) in which it paid nearly $25 million in finesafter it was accused in 1995 of paying $1 million toan Egyptian member of parliament in order to fa-cilitate the sale of Lockheed aircraft to the Egyp-tian Air Force.15 Tehelka, an Internet news portal,captured several government officials takingbribes from undercover reporters in India. The re-porters were posing as arms dealers peddling“fourth-generation” thermal hand-held cameras onbehalf of a British company.16

Avoidance

Firms may be forced to engage in expensive effortsto avoid and limit their exposure to extortion bycorrupt officials, including hiding output and opt-ing out of the official economy. Avoiding corrup-tion can be costly. For example, Procter & Gamble,as part of its broader exit strategy from Nigeria,decided to close a Pampers plant rather than pay abribe to a customs official.17

Directly Unproductive Behavior

Corruption may force firms to engage in a range ofcostly and unproductive behavior. This may in-

clude investment in channels of influence to gainadvantage in dividing up the benefits of economicactivity through lobbying, direct vote solicitations,and influence peddling.

In China, various forms of obligatory “profitsharing” with city officials in Hainan provincehave been reported. Employment of relatives, do-nations, and other “favors” are apparently an ex-pected cost of doing business in that region. Oneprivate firm in Hainan province reported having aformal profit-sharing plan with the city officials.Firms report hiring key officials or their relativesas a way to develop political or social influence.Owners of local private firms in Wenzhous in east-ern China have been known to give firm shares tosenior cadres in exchange for protection from gov-ernment interference.18

Foregoing Market-Supporting Institutions andEngaging with Organized Crime

Firms bear additional costs when, because of cor-ruption, they are unable to use institutions such ascourts for the enforcement of contracts. Costs in-crease when firms are willing (or unwilling) toengage with organized crime by paying for “pro-tection” and other security services that would oth-erwise be unnecessary.

For example, many firms doing business in Rus-sia in the post-Soviet era have been forced to takepart in the underground market for “protection” bypaying high fees for “security” services becausethe state cannot provide adequate public protec-tion. The Canadian International DevelopmentAgency has spent $130 million to help generateCanadian business in Russia; however, many com-panies have claimed that projects have been sto-

TABLE 1Direct Costs of Government Corruption

Type Explanation

Bribes Monetary and non-monetary payments to those with some degree ofpublic power as a response to extortion or in exchange for somemisuse of public power.

Red Tape/Bureaucratic Delay Non-monetary and opportunity costs of dealing with corrupt officialsor of complying with the illegitimate bureaucratic requirements ofcorrupt regimes.

Avoidance Efforts to avoid and limit the firm’s exposure to extortionary behaviorby corrupt officials, including hiding output and opting out of theofficial economy.

Directly Unproductive Behavior Investments in channels of influence to gain advantage in dividingup the benefits of economic activity; includes lobbying and moredirect vote and influence peddling.

Foregoing Market Supporting Institutions Costs imposed on the firm as a result of foregoing the use of courtsfor the enforcement of contracts, local financial operations, etc.

Engagement with Organized Crime Monetary and non-monetary costs imposed on firms as a result ofwilling or unwilling engagement with organized crime.

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len out from under them because of governmentcorruption. As a result, Canadian investment inRussia has practically stopped all together, andthe CIDA has virtually nothing to show for its in-vestment.19 This example shows how specific actsof corruption result in multiple costs; in this case,efforts to build institutions were thwarted throughorganized crime, which contributed to other unpro-ductive and costly behavior.

Indirect Costs

Many of the destructive costs of corruption affectfirms indirectly via public-sector failure that re-sults from missing or weak institutions, govern-ment failure to effectively use public resources,and government policies that keep the economyfrom growing. The indirect costs of corruption arethose costs imposed on firms that cannot be spe-cifically identified with a particular interaction be-tween a firm and the government or its officials.These costs may result in higher prices for re-sources, lowered prospects for profitability, andmacroeconomic instability. Indirect costs of cor-ruption have been relatively well documented interms of system-wide effects;20 however, individualfirms may overlook these costs because they don’trecognize how such costs affect them. These indi-rect costs limit investment returns because theyincrease operating costs and decrease growth po-tential. Moreover, such costs may fall more heavilyon some firms than others. Table 2 provides a sum-mary of six major types of indirect costs of corrup-tion, with a brief description of each.

Reduced Investment and Distorted PublicExpenditures

Corruption has been shown to reduce the ratio ofinvestment to GDP.21 Corruption may also reducepublic expenditures because tax revenues fallwhen business activity takes place outside of theofficial economy. Moreover, the expenditures thatremain are often skewed from the most pressingneeds toward projects that benefit privileged in-siders. Recently, Nicaragua resorted to a nationaltax audit lottery to combat the problem of low taxrevenues due to rampant corruption. Each monththe government chooses 100 professionals at ran-dom, audits them, and publicizes the results. Thegovernment has estimated that 40 per cent of allprofessionals are tax dodgers. The inefficient andproportionally small tax collections result in inad-equate investment in infrastructure and educa-tion.22

Macroeconomic Weakness and Instability

More generally, corruption weakens institutionslike courts and regulatory agencies, slowing eco-nomic growth.23 Corruption also reduces aggre-gate investment through reduction in public andprivate investment, increasing poverty and the so-cial ills that go along with it.24

Weak Infrastructure

Corruption weakens public infrastructure, result-ing in inadequate, expensive, and intermittently

TABLE 2Indirect Costs of Government Corruption

Type Explanation

Reduced Investment Reduced public and private investment flows. Lower rates of foreigndirect investment for the formation of a robust commercialenvironment.

Reduced and Distorted Public Expenditures Reduced taxes as a result of the deterrence of business activity andrecourse to the unofficial economy. Selection of privately beneficialand publicly costly expenditure projects.

Macroeconomic Weakness and Instability Reduced rates of macroeconomic growth, weak commercial environment,and greater susceptibility to financial crises.

Weak Infrastructure Inadequate, expensive, and intermittently supplied infrastructureservices such as telephony, electricity, and transportation. Weakinfrastructure foments opportunities for small bribes and mayindirectly reduce public trust.

Squandered/Misdirected Entrepreneurial Talent Engagement of entrepreneurial and otherwise talented individuals intothe socially unproductive avenues of advance afforded by corruptenvironments.

Socio-Economic Failure Increased poverty, income inequality, and reduced income growth for thepoorest in society. Increases demands on already weak centralgovernments.


supplied services such as telephony, electricity,and transportation.25 Weak infrastructure fomentsopportunities for small bribes and thereby in-creases direct costs of corruption. Corruption haseven been shown to increase an economy’s suscep-tibility to financial crises, such as those that oc-curred in Russia in the mid-1990s, Southeast Asiaand Korea during 1997–1998, and in Latin Americain the early 1980s and again in the mid- and late-1990s.26

Squandered/Misdirected Entrepreneurial Talent

Corruption leads to squandered and misdirectedentrepreneurial talent because individuals aredrawn to socially unproductive avenues for ad-vancement afforded by corrupt environments.Hence, corruption stymies the very entrepreneurialactivities that could offset or mitigate some of itsharshest effects.

Corruption leads to squandered andmisdirected entrepreneurial talentbecause individuals are drawn tosocially unproductive avenues foradvancement afforded by corruptenvironments. Hence, corruption stymiesthe very entrepreneurial activities thatcould offset or mitigate some of itsharshest effects.

Socio-Economic Failure

Finally, weaker economies, poor infrastructure, andsquandered investment contribute to general socio-economic misery. Results include increased poverty,income inequality and slow income growth for thepoorest in society, increasing demands on alreadyweak central governments, and the retarding of de-velopmental goals such as education, literacy, andlife expectancy.27 This is perhaps the most tragic costof corruption.

Two Dimensions of Corruption

Our research suggests that the magnitude of bothdirect and indirect costs of corruption is driven bytwo key dimensions: the pervasiveness (or level) ofcorruption and its arbitrariness (uncertainty).28

Pervasiveness

The pervasiveness of corruption reflects the num-ber and frequency of transactions (and individu-

als) with which (whom) the firm deals over thecourse of a fixed time period that involve illicitactivities. Although the level of corruption isclearly difficult to measure (making a single indexnumber inherently problematic), it captures therelative preponderance of corrupt transactions in agiven country and correlates with the number ofcorrupt transactions that a firm expects to encoun-ter in its normal operations. The higher the perva-siveness of corruption, the higher the direct andindirect resource costs of corruption to the firm.

When corruption is predictable, its effects aresimilar to an especially onerous tax; while damag-ing, companies may be able to budget for this taxas a business expense.29 These conditions occurunder well-structured, stable corruption regimes inwhich payment expectations are predictable andeffective. Hence, firms can reasonably expect toreceive the particular government-administeredservices in exchange for a bribe. Under such con-ditions, the pervasiveness of corruption could behigh, but firms would still be able to operate withsome degree of predictability. For example, insome countries, a standard “payment” accompa-nies requests to clear goods through customs.

Arbitrariness

Corruption can be viewed through a second criti-cal characteristic—arbitrariness. A disorganizedcorruption network emerges when governmentagents act independently and capriciously in aneffort to maximize their own bribe revenue whiledisregarding the effects of their efforts on otherofficials. In such a setting, firms are uncertain ofwhom to pay, what to pay, and whether the pay-ments will result in the delivery of the promisedgoods or services. The lack of coordination amongcorrupt agents works to diminish economic activityas some officials appropriate bribe revenues thatwould otherwise accrue to others.

These characterizations fit well with anecdotalreports by MNEs. In some countries, one bribeguarantees access to the desired property or ser-vice; in others, the size and number of bribes nec-essary to obtain a license or permit are uncertainand, even when paid, do not guarantee the desiredright or service. For example, the Wall Street Jour-nal reports that Indonesia and Russia have be-come nations with both pervasive and arbitrarycorruption: “Before, you paid a lump sum in Jakartaand could be certain you had smoothed thingsout . . . Now you pay a lot of small amounts locally,and you can’t be sure things will be smooth . . . It isa continuous, confusing, and discouraging pro-cess.” As for Russia, “Without the structure the


Communist Party provided, people didn’t knowwho to pay, and many anarchistic bribe collectorsstepped up with their hands out.”30 In such envi-ronments, corruption expectations can escalate,with each subsequent transaction demanding ahigher payment.

Whereas the relationship between pervasive-ness and direct costs of corruption is straightfor-ward and positive, the arbitrariness of corruptionreduces a firm’s ability to estimate these costs.While pervasiveness of corruption is highly prob-lematic, when corruption is arbitrary firms cannotanticipate the direct costs of corruption nor canthey easily evaluate the impact of corruption ontheir operations. This aspect of corruption, how-ever, is less obvious. Where corruption is arbitrary,firms might accept corruption and ignore the totalcost of their actions, or they may avoid corruptmarkets and incur opportunity costs by not enter-ing these markets at all.

Measuring Corruption’s Dimensions

We assessed the pervasiveness and arbitrarinessof corruption based on the World Business Envi-ronment Survey (WBES) that was published by theWorld Bank in 1998. This survey focuses on percep-tions of environmental factors facing firms. TheWBES is based on a sample of 8,000 firms repre-

senting approximately 100 companies of varioussizes in each of 80 developing countries. We drawthe measure of the two dimensions of corruption—pervasiveness and arbitrariness—from two sets ofquestions on corruption in the WBES. Figure 1 rep-resents our framework of two key dimensions ofcorruption and identifies five representative coun-tries in each of four cells that reflect basic combi-nations of pervasiveness and arbitrariness. Wechose only countries where pervasiveness of cor-ruption, although low, is still considered a majorimpediment to local business. This figure showshow some countries can rank high on one measureand low on another, suggesting that corruption is amore complicated phenomenon than some compa-nies might expect.

Coping with Corruption: Key Strategies

Corruption, like many public policy problems, gen-erates a negative “externality” in that individualfirms may benefit, while the damage to society issubstantial. Hence, a firm may not have sufficientincentives to avoid or report corruption becausethe “benefits” of corruption are concentrated,whereas many of the costs are diffuse. Participa-tion in corruption may be due to competitive pres-sures, respect for local cultural norms, extortion, or

FIGURE 1The Two Dimensions of Corruption


the difficulty in monitoring individual employees.Unfortunately, if firms refuse to engage in corrup-tion, they may consider themselves at a disadvan-tage vis-a-vis competitors. Nonetheless, manyfirms have developed strategies to respond to cor-ruption without acquiescing to it, as summarizedin Table 3.

Strategy: Avoidance

Corporations face numerous challenges when con-sidering whether to enter a market characterizedby corruption. One option is to avoid the marketentirely and, in so doing, eliminate the direct costsof corruption whether generated from its pervasiveor arbitrary application. Often, there are other rea-sons to avoid markets that are corrupt, such as

weak profit potential, unstable government, andslow market growth; however, these conditionsmay themselves result in part from corruption.

• Pervasiveness and arbitrariness of corruptioncause firms to avoid markets. Higher pervasive-ness and higher arbitrariness of corruption bothreduce total investment and FDI.31

• Corruption causes delays in investment. Invest-ment rates fall as the arbitrariness surroundingcorrupt payments rises for a given level of cor-ruption.32 Higher degrees of ownership and spe-cialized knowledge advantages favor delayingFDI, particularly in uncertain environments.33

Therefore, a widespread firm-level response tocorruption appears to be outright avoidance interms of foregoing investment opportunities.

TABLE 3Strategies for Coping with Corruption

StrategyCost

TargetedEffectiveAgainst Advantages Problems

Avoidance Direct Pervasive &ArbitraryCorruption

Bypasses problem Forego opportunities

AdjustingEntry Mode

Direct Pervasive &ArbitraryCorruption(differentstrategiesfor each)

Allows firm to maintainparticipation in market whileavoiding exposure tocorruption

Allows firm to avoid opportunityand other costs of foregoingmarkets

Denies firm some advantagesof entry-mode options,including acquisition of localresources

Denies host country somebenefits

CorporateCodes ofConduct

Direct &Indirect

Pervasive &ArbitraryCorruption

Could incorporate major MNEsaround the world

Viewed as lacking “rigor”Local firms unlikely to sign on,

generating differential costs/benefits

Training,Development,and PublicEducation

Direct &Indirect

Pervasive,but lessfor ArbitraryCorruption

Regional-focused programs couldmake progress easier

For government-sponsoredprograms, participation couldbe tied to World Bank loansand aid

Makes policies clear and givesemployees practical examples

Training initiatives may lack“teeth” in terms ofenforcement

Company-sponsored initiativesaffect only one company

Company-sponsored initiativesmay have unevenapplication throughoutsubsidiaries

SocialContributions/PublicDonations

Direct PervasiveCorruption

Provides needed services withoutbreaking law or ethics

May be difficult to determinewhen “line has beencrossed”

May raise expectations ofcontinued and risingpayment

Laws andAgreements

Indirect Pervasive &ArbitraryCorruption

FCPA includes strict rules withpenalties

OECD agreement relativelycomprehensive

Some developing countries nowadopting OECD principles

FCPA may disadvantage U.S.firms vis-a-vis competitors

Initially covered only OECDand a few developingcountries

Lack of enforcement anduneven implementation indeveloping world createsfree-rider problem


Strategy: Adjusting Entry Mode

Individual firms will not always be willing or ableto avoid investment in countries plagued by cor-ruption. Rather, many firms attempt to offset thedirect costs of corruption through selection of dif-ferent entry modes and structures. For instance, inEastern European and the former Soviet economies,the probability of an MNE investing abroad througha joint venture rather than a wholly owned subsid-iary increases with the level of corruption.34 Further,firms may employ different approaches in responseto pervasive versus arbitrary corruption pressures.

We further examined how firms adjust entrymodes depending on the nature of corruption, gen-erating information that should be helpful to man-agers facing similar conditions. We used WorldBank data on more than 400 telecommunicationsprojects in 96 emerging and developing economiesto analyze the influence of the two dimensions ofcorruption discussed above on entry strategies.35

When choosing to enter a corrupt country via jointor sole venture, firms face competing pressures.On the one hand, entry via a joint venture withlocal partners may provide access to local net-works and reduce uncertainty.36 On the other hand,corruption weakens property rights and could al-low local partners to take advantage of the foreignfirm. Here is what we found:

• Generally, foreign entrants into national mar-kets choose joint ventures more often thanwholly owned entry as the level of corruption—both arbitrary and pervasive—increases.

• As pervasiveness of corruption increases, marketentry modes are more likely to include local

partners. As Figure 2 shows, pervasiveness hasopposite effects on two subcategories of thejoint-venture entry mode. The probability ofchoosing mixed joint ventures (that include localand international partners) grows as pervasive-ness increases, but joint ventures between justinternational (i.e., non-local) partners becomeless likely as pervasiveness rises. Pervasive-ness of corruption increases the preference ex-hibited by foreign entrants to join with localfirms, suggesting that there may be benefits toincluding local partners as a way to mitigaterisks associated with arbitrariness.

• Figure 3 shows that joint ventures betweenlocal and foreign entrants are about as likely atlow levels of arbitrariness as they are at highlevels. Foreign entrants appear to become moreconcerned that they may be subject to local part-ner opportunism as corruption becomes morearbitrary, offsetting the perceived advantagesgained from partnering. Where corruption ishighly arbitrary, entrants attempt to reduce riskvia entry with international partners only.

• In addition, if both pervasiveness and arbitrari-ness of corruption are high, entry modes aremore likely to take the form of build-own-trans-fer or management contracts versus build-own-operate (traditional FDI) modes. Firms appear toreach a tipping point at which they are moreinclined to transfer ownership and less willingto remain to operate their projects. In countrieswhere both pervasiveness and arbitrariness arevery high (C2 in Figure 1), virtually all projectsare transferred after their completion.

FIGURE 2Relationship Between the Probability of Joint-Venture Types and Pervasiveness


Strategy: Corporate Codes of Conduct

A complementary strategy for reducing both directand indirect costs of corruption is the adoption ofanti-bribery principles. Below we list several ex-amples. A number of companies have developedrigorous codes and principles that guide their pol-icies on corruption around the world, while otherMNEs rely on guidelines provided by public insti-tutions. Such approaches may be effective in envi-ronments characterized by pervasive or arbitrarycorruption.

• Shell’s General Business Principles guide corpo-rate behavior in the area of corruption. On thespecific issue of bribes, for example, the Princi-ples state, “The direct or indirect offer, payment,soliciting, and acceptance of bribes in any formare unacceptable practices.” According to Shell,each year each country chairman reports to ex-ecutive management on how these businessprinciples are being implemented, and “issuesconcerning corruption and bribery are always atthe top of the list.” Shell’s goal is to help man-agers understand the elements of corruptionand bribery and to “exercise sound judgmentwhen faced with difficult dilemmas.”37

• International Chamber of Commerce (ICC) RulesAgainst Extortion and Bribery. The ICC has aStanding Committee on Extortion and Briberythat promotes its “Rules Against Extortion andBribery” in international business transactions.These rules specifically target “large-scale ex-tortion and bribery involving politicians and se-nior officials.” The seven basic rules addressextortion, bribery and kickbacks, agents, finan-cial recording and auditing, responsibilities of

enterprises, political contributions, and com-pany codes.38

• Transparent Agents Against Contracting Entities(TRACE). The TRACE Standard, which is basedon a review of the practices of 34 companies,applies to many types of business intermediar-ies, including sales agents, consultants, suppli-ers, distributors, resellers, subcontractors, fran-chisees, and joint venture partners. It is the firstglobal business standard of its kind and is beingdisseminated directly by TRACE and by invest-ment houses and pro-business organizationslike the Centre for International Private Enter-prise, the non-profit arm of the Chamber of Com-merce. It has been well received because it setsout best practices and gives companies the con-fidence that they are doing as much due dili-gence as their corporate peers, which is an im-portant part of a defense if an intermediary doespay a bribe.39

• Building from the ICC Rules, two legal expertshave proposed a Comprehensive InternationalCorruption Code that (1) emphasizes transpar-ency, (2) provides guidance concerning specificpractices associated with paying bribes, (3)reflects relevance to organizational environ-ments, (4) identifies with and supports an in-dependent entity such as an NGO or an aca-demic center, and, perhaps most importantly,(5) can be monitored and assessed by external,independent entities.40 This code and ap-proach resolve the “free rider” problem by re-quiring many competing firms to adhere to thesame standards. Further, it addresses chal-lenges raised by both pervasiveness and arbi-trariness of corruption.

FIGURE 3Relationship Between the Probability of Joint-Venture Types and Arbitrariness


Strategy: Training, Development, andPublic Education

Training and development is a natural extensionof corporate codes and principles, and may helprespond to both direct and indirect costs of corrup-tion. Firms can work with governmental bodiesthat are eager to promote local participation inforeign-sponsored projects to help convince themto crack down on corruption. This may be effectiveeven in countries that have highly arbitrary cor-ruption because enforcement actions can specifi-cally target, and ideally isolate, these cases. Uni-lateral efforts, as well as those supported bymultinational organizations such as the UN, WorldBank, or IMF, should be encouraged. Often, assis-tance is available from multilateral bodies thatprovide financial and technical support for the de-velopment of efficient government and “good gov-ernance.” Below are examples of individual firmactivities as well as those involving public-privatecollaboration.

• Honeywell lists “integrity and the highest ethi-cal standards” first among its set of eight com-pany values and unequivocally admonishesagainst any bribes or kickbacks in its corporatecode of conduct. As a constant reminder of thecode, employees are issued business-size cardscontaining ethically driven questions that theyshould ask themselves in ambiguous situations.Moreover, Honeywell flags “high risk” employ-ees for additional corruption and bribery train-ing. The company has established a toll-freeethics advice line run by a third-party securityfirm. In one specific case, Honeywell declined tobid on a major airport contract in Asia because itwas asked for a bribe as a price of entry. Whenan investigation revealed that 11 companiespaid the bribe, they were disqualified and Hon-eywell was awarded the contract, showing thatrefraining from participation in corrupt transac-tions may sometimes have positive competitiveeffects.41

• TDI Brooks International, Inc., a U.S.-based oilexploration firm, openly resists corruption. Thecompany drew attention to suspicious activitiesduring a recent public tender clarification meet-ing in Mexico. TDI demonstrated that the tenderincluded specifications and restrictions addedmerely to favor one particular bidder and ex-clude others. The company further provided ev-idence that the project was heavily inflated com-pared to a reasonable bid for the proposed work.TDI thus served as a whistleblower, suggestingcorrupt interactions between managers of one ofthe bidding organizations and of the state-

owned firm that offered the tender. Ultimately,TDI lost the specific contract to this competingbidder but, by making corruption public, initi-ated an investigation into corrupt practices atthis state-owned firm. Subsequently, the firmhas indicated that it will hire TDI for anotherproject. Whistleblowing may be a more promis-ing strategy in countries where arbitrariness ofcorruption is low and perpetrators more easilyidentified.

• According to Motorola, a longstanding ethics pro-gram helps facilitate the understanding of briberyand corruption practices worldwide. The firm’s on-going ethics training program reportedly exploresall facets of bribery and corruption, and guidesemployees on how to act in ethically difficult sit-uations. Management uses actual case studies aspart of its training in an attempt to give employeesreal-world situations, and the firm actively helpsfight corruption in countries in which it operates.For example, Motorola supported training projectsfor internal auditors in Thailand designed to min-imize corrupt behavior.

• World Bank Anti-Corruption Knowledge Centre.Since 1996, the World Bank has supported morethan 600 anti-corruption programs and gover-nance initiatives developed by its member coun-tries. According to the Bank, “Corruption under-mines policies and programs that aim to reducepoverty, so attacking corruption is critical to theachievement of the Bank’s overarching missionof poverty reduction.” The World Bank’s anti-corruption strategy addresses both pervasive-ness and arbitrariness of corruption and buildson five key elements: (1) increasing political ac-countability, (2) strengthening civil society par-ticipation, (3) creating a competitive private sec-tor, (4) institutional restraints on power, and (5)improving public-sector management.42

Strategy: Social Contributions and PublicDonations

Some companies employ the strategy of social con-tributions and public donations as an alternativeto both avoidance and compliance. For example,sometimes bribes are presented as agent fees orfees for public services that might not otherwise beavailable. Several examples are presented below.This strategy targets primarily the direct costs ofcorruption. These approaches, however, are un-likely to protect firms from the arbitrary applica-tion of corruption because even if a legal contri-bution is offered to an organization (versusindividuals), other officials may demand furtherpayments.


• Cargill, Inc., an international marketer, proces-sor, and distributor of agricultural, food, finan-cial, and industrial products, aggressively at-tempts to strengthen the communities in which itoperates by avoiding and speaking out againstbribery and corruption as well as supportingspecific causes.43 After two Cargill offices wereset on fire in India following political oppositionconcerning the company’s entry into the sun-flower seed market, the company responded byteaching Indian farmers how to improve theircrop yields.44

• Motorola has permitted the payment of agentfees where they are a relatively small part of thecontract. In other situations, rather than pay afee to ensure the provision of local public ser-vices, Motorola donated equipment to the rele-vant government agencies. This increased thelikelihood that the equipment would be used forthe stated purpose.45

• Hope Group donated textbooks to 17 million stu-dents in China as a means to facilitate businessrelationships and reputation. In China, such re-lationships are considered especially importantin business dealings, and this contribution alsoprovided a substantial social benefit.46

Strategy: Laws and Agreements

Individual corporate behavior or joint activities bygroups of corporations are important elements infirms’ response to corruption. Ultimately, much ofthe burden is on governments to restrain corrupttendencies. Firms are expected to support theseefforts. Corruption has a substantial deterrent ef-fect on FDI in host countries, especially in emerg-ing economies, and these agreements have helpedto even the playing field, at least in specific coun-tries and regions. On the other hand, problems arecreated when firms from one country (like the U.S.)are held to a different standard than others. Thisstrategy, which obviously relies on cooperationwith government agencies, targets the direct costsof corruption and is most effective at combatingcorruption in environments where it is pervasivebut may also have some effectiveness in environ-ments characterized by arbitrary corruption. Threeexamples of governmental initiatives in the areafollow.

• The Organization for Economic Cooperation andDevelopment (OECD) Convention on CombatingBribery of Foreign Public Officials in Interna-tional Business Transactions. On November 21,1997, negotiators from 33 countries (28 of the 29

member states of the OECD, along with Argen-tina, Brazil, Bulgaria, Chile, and the SlovakRepublic) adopted a Convention on CombatingBribery of Foreign Public Officials in Interna-tional Business Transactions. The Conventionwas signed by representatives of participatingcountries on December 17, 1997.47

• U.S. Foreign Corrupt Practices Act (FCPA). ThisU.S. law, enacted in 1977, was prompted by aseries of scandals involving questionable or il-legal payments by U.S. firms to foreign govern-ment officials overseas. There were revelationsthat some of this money had returned to the U.S.in the form of political contributions. The FCPAprohibits American firms from giving anythingof value—such as a payment, gift or bribe—toinduce a foreign government to enter into a con-tract or business advantage or relationship. TheAct carries criminal penalties, including impris-onment for up to five years, fines of up to $100,000for individuals, and fines of up to $2 million forcompanies. In 1998 the U.S. passed legislationexpanding the scope of the FCPA to bring itsprovisions into accord with the OECD Conven-tion. Prior to implementation of the OECD Cor-ruption Code, the United States was unique inhaving this kind of law, and in countries wherecorruption was widespread, the Act had made itdifficult for U.S. companies to compete. More-over, many executives have complained thatthe prohibited acts are standard operatingprocedure in some countries, although withthe OECD agreement and implementation, thisis changing.48

• The Organization of American States (OAS)Inter-American Convention Against Corruption:The OAS Convention, which entered into force inMarch 1997, was the first multilateral anti-corruption treaty negotiated in the world. TheConvention requires parties to criminalize brib-ery of foreign officials and to assist one anotherin the investigation and prosecution of suchacts. The Convention also explicitly disallowsthe use of “bank secrecy” as a basis for denyingassistance. More than 25 Western hemispherecountries are signatories to the Convention, in-cluding Argentina, Brazil, Chile, Mexico, and theUnited States.49

Coping with Corruption: Lessons for Managersand Policy-Makers

Corruption has direct and indirect effects on ag-gregate FDI into a given economy and influencesfirm-level decisions about entry mode and projectstructure. In sum, we find that:


1. The nature of corruption is not fully appreciatedand incorporated in managerial decision-making. Failure to comprehend differing typesof corruption may hinder effective operation ofinternational businesses, where resource com-mitments are substantial and difficult to reverseand reputation effects are long lasting.

2. While firms fully recognize the costs related topervasiveness of corruption, arbitrariness is of-ten disregarded in the development of proactivestrategies. Whereas firms appear to adjust theirentry modes when confronted by high arbitrari-ness, they may forego other strategies due to amistaken perception that arbitrariness affectsall firms the same, when in fact it can havesignificantly disproportionate impacts on firms.

3. Firms adjust and adapt their market-entry ap-proaches to minimize exposure to partners whomay attempt to exploit the corrupt environmentfor their own gains, yet maximize relationshipswith partners that can facilitate project develop-ment.

4. Firms often don’t fully recognize the range ofstrategic alternatives to acquiescing to corruptpressures. These strategies can help reducecosts, and some may help in deterring corrup-tion more broadly.

5. Some strategies may be pursued by individualfirms, collectives of companies, or in conjunc-tion with governments. For example, a numberof the companies mentioned above supportbroad, government- or industry-driven efforts toreduce corruption through membership in organ-izations such as the International Chamber ofCommerce, while at the same time focusingon shorter-term and transaction-specific chal-lenges that affect their day-to-day business op-portunities.

Governments, independently and through interna-tional consortia, continue to struggle in their ef-forts to identify effective solutions to the destruc-tive practices of corruption. At the same time,companies seeking new markets and opportunitiescontinue to explore options that minimize the mostpronounced impacts of corruption. Both govern-ments and companies have made important stepsin their efforts to stem the spread of corruption, butmuch more needs to be done.

We considered five strategies that show howfirms can deal with corruption in a manner thatpreserves their strategic choices in internationalmarket entry, while protecting themselves from thecosts of corruption. None of the strategies we pro-pose comprehensively addresses corruption. Atbest, each reflects a partial solution. Taken to-

gether, they may provide a more comprehensiveapproach, particularly given the interactive andmutually reinforcing nature of firm- and govern-ment-sponsored strategies. Just as firms pursuemultiple business strategies to address their ob-jectives in international markets, so too shouldthey consider the range of options to combat cor-ruption.

In the interim, firms should be aware—and bewary—of their dealings in countries where corruptpractices are common. Firms would be wise towork cooperatively with each other and with gov-ernment organizations to realize the substantialbenefits of reduced corruption: improved firm andaggregate business performance, more effectivehost-nation governance, and greater and morewidespread social and economic development.

Acknowledgments

We would like to thank Bernie Bernard, Don Hellriegel, andAlexandra Wrage for helpful comments and acknowledge theinput and guidance of Robert Ford, Celeste Wilderom, and twoanonymous reviewers on earlier versions of the article. We takeresponsibility for any remaining errors.

Endnotes1Asian Wall Street Journal. Ruling puts foreign infrastructure

investors at risk, 29 March 2002: A3.2 Webster, P. 2002. Ripped off in Russia. Maclean’s. www.

mcleans.ca.3 Economist. Corruption in Lesotho: Small place, big wave. 21

September 2002: 73.4 The World Bank, 1998. Global development finance.5 See Henisz, W. J., & Williamson, O. E. 1999. Comparative

economic organization—within and between countries, Busi-ness and Politics, 1: 261–277; Hill, C. W. L., Hwang, P., & Kim,W. C. 1990. An electric theory of the choice of international entrymode. Strategic Management Journal, 11: 117–128; Kobrin, S.1979. Political risk: A review and reconsideration, Journal ofInternational Business Studies, 10: 67–80; and Murtha, T. 1991.Surviving industrial targeting: State credibility and public pol-icy competencies in multinational subcontracting. Journal ofLaw, Economics and Organization, 7: 117–143.

6 A limited but growing body of research has explored theimpact of corruption on FDI, generally finding that corruptionsignificantly reduces FDI into an economy. For a recent review,see Habib, M., & Zurawicki, L. 2002. Corruption and foreigndirect investment. Journal of International Business Studies, 33:291–307. These authors find that corruption reduces aggregateFDI even when controlling for political risk, cultural distance,and level-of-corruption differences between the home and hostcountries.

7 See D’Andrade, K. 1985. Bribery. Journal of Business Ethics, 4(4): 239–248; Johnson, H. L. 1985. Bribery in international markets:Diagnosis, clarification and remedy. Journal of Business Ethics,4 (6): 447–455; and Lane, H. W., & Simpson, D. G. 1984. Bribery ininternational business: Whose problem is it? Journal of BusinessEthics, 3 (1): 35–42.

8 See Ahlstrom, D., & Bruton, G. D. 2001. Learning from suc-cessful local private firms in China: Establishing legitimacy.


The Academy of Management Executive, 15(4): 72–83; and Bod-dewyn, J. J., & Brewer, T. L. 1994. International business politicalbehavior: New theoretical directions. Academy of ManagementReview, 19(1): 119–144.

9 For a review of the particular challenges associated withsecuring foreign investment in infrastructure, see Vernon, R.1971. Sovereignty at bay: The multinational spread of U.S. en-terprises. New York: Basic Books; Doz, Y., & Prahalad, S. 1980.How MNCs cope with host government intervention. HarvardBusiness Review, March–April: 149–157; Fagre, N., & Wells, L. T.1982. Bargaining power of multinationals and host govern-ments. Journal of International Business Studies, 13: 9–23; Ko-brin, S. 1987. Testing the bargaining hypothesis in the manu-facturing sector in developing countries. InternationalOrganization, 41: 609–638; and Wells, L. T., & Gleason, E. S. 1995.Is foreign infrastructure investment still risky? Harvard Busi-ness Review, September–October: 44–53.

10 The Economist. Not quite so squeaky clean. 18 October2001. www.economist.com.

11 The Economist. Small place, big wave. 19 September 2002.www.economist.com.

12 The Economist. When something is rotten. 25 July 2002.www.economist.com.

13 It should be noted that “grease payments” or “facilitatingpayments” are permitted under the Foreign Corrupt PracticesAct if they are paid to government officials in order to inducethem to undertake a routine non-discretionary task which isotherwise within their job description.

14 Cassidy, W. B. 2002. Fraud, bribery, etc. Traffic World.266(29): 8–10.

15 Scott, R. 2002. Eliminating bribery as a transnational mar-keting strategy. International Journal of Commerce & Manage-ment, 12(1): 1–17.

16 The Economist. Dotcom coup. 15 March 2001. www.economist.com.

17 The Economist. Special report: The short arm of the law—Bribery and business. 2 March 2002. www.economist.com.

18 Ahlstrom & Bruton, op. cit.19 Webster, op. cit.20 See Mauro, P. 1995. Corruption and growth. The Quarterly

Journal of Economics, 110 (3): 681–712; Mauro, P. 1998. Corruptionand the composition of government expenditure. Journal of Pub-lic Economics, 69: 263–279; World Bank. 1997. World developmentreport 1997: The state in a changing world. Oxford, UK, and NewYork: Oxford University Press; and Herrera, A., & Rodriguez, P.2001. Bribery and the nature of corruption. Papers and Proceed-ings, LACEA Conference, Montevideo, Uruguay.

21 Mauro, 1995, op. cit.22 Economist. The revenue problem. 15 February 2003: 36.

Other Latin American countries feature similarly low tax yields:Guatemala (10%), Mexico (18%) versus 30% in the US.

23 Brunetti, A., & Weder, B. 1998. Investment and institutionaluncertainty: A comparative study of different uncertainty mea-sures. Weltwirtschaftliches Archiv, 134: 513–533.

24 Gray, C., & Kaufmann, D. 1998. Corruption and develop-ment. Finance and Development, 35 (1): 7–10.

25 Mauro, P. 1997. The effects of corruption on growth, in-vestment, and government expenditure: A cross-countryanalysis. In K. A. Elliot (Ed.), Corruption and the global econ-omy: 83–107. Washington, DC: Institute for International Eco-nomics; Keefer, P. 1996. Protection against a capricious state:French investment and Spanish railroads, 1845–1875. TheJournal of Economic History, 56(1): 170 –192; and Brunetti &Weder, op. cit.

26 Transparency International. 2003. 2003 global corruptionreport. London: Profile Books.

27 Johnston, M. 1999. Corruption et democratie: Menaces pourle developpement, possibilites de reforme. Revue Tiers Monde,161: 117–142.

28 See Rodriguez, P., Uhlenbruck, K., & Eden, L. (in press)Government corruption and the entry strategies of multination-als. Academy of Management Review; Shleifer, A., & Vishny, R.1993. Corruption. Quarterly Journal of Economics, 108: 599–617.

29 Ibid.30 Borsuk, R. In Indonesia, a twist on spreading the wealth:

Decentralization of power multiplies opportunities for bribery,corruption. Wall Street Journal, 29 January 2003: A16.

31 See World Development Report, op. cit.; Wei, S.-J. 1997. Whyis corruption so much more taxing than tax? Arbitrariness kills.NBER working paper No. 6255; and Campos, J. E., Lien, D., &Pradhan, S. 1999. The impact of corruption on investment: Pre-dictability matters. World Development, 27: 1059–1067.

32 Campos, et al., op. cit.33 Rivoli, P., & Salorio, E. 1996. Foreign direct investment and

investment under uncertainty. Journal of International BusinessStudies, 27: 335–357.

34 Smarzynska, B., & Wei, S.-J. 2000. Corruption and the com-position of foreign direct investment: Firm-level evidence. NBERWorking paper No. 7969. A recent Department of Justice Advi-sory Opinion, however, has stated that U.S. firms would be heldresponsible for the business practices of the agents hired by JVpartners, even if the agents were hired prior to the JV. Now, thelegal burden is as great as operating alone, but the controls(through a JV partner) are virtually non-existent. In addition,while it has been suggested that some companies try to pushthe payment of bribes down their marketing chain to localpartners, FCPA and new laws implementing the OECD Corrup-tion Agreement state expressly that payments may not be madedirectly or indirectly through third parties.

35 Telecommunications is a particularly appropriate industryfor this study because a significant portion of FDI in the 1990scame from telecommunication MNEs, especially investmentinto emerging countries with high market potential but withsignificant and varying corruption levels. Further, infrastruc-ture projects typically involve numerous government agencies,and thus corruption as defined herein is an important environ-mental variable. While it is true that the telecom industry hasidiosyncratic characteristics that may not be applicable tosome other industries, it is has been identified as the “flagship”industry for the range of international infrastructure invest-ment—electric power development, transportation, water andsewerage—and so many other industries are reliant upon tele-com services. These figures represent the findings of logisticregression analysis that includes a number of control variablesat the country, industry, firm, and project levels.

36 See Zaheer, S. 1995. Overcoming the liability of foreign-ness. Academy of Management Journal, 38(2): 341–363; Beamish,P. W. & Banks, J. C. 1987. Equity joint ventures and the theory ofthe multinational enterprise. Journal of International BusinessStudies, 18(2): 1–16; Hill, et al. op. cit; and Yiu, D., & Makino, S.2002. The choice between joint venture and wholly owned sub-sidiary: An institutional perspective. Organization Science, 13(6):667–683.

37 Rigby, P. 2001. Dealing with business and legal institu-tional risk. Energy Business and Technology, 3 (5): 10. http://www.cumna.com/shell/intro.htm.

38 Controversy incorporated. 2002. The McKinsey Quarterly,4: http://www.mckinseyquarterly.com/category_editor.asp?L2�18.


39 Major initiative launched to curb corruption in global busi-ness. TRACE. December 11. http://www.traceinternational.org/TRACE_Press_Release_121102.doc.

40 See Hess, D., & Dunfee, T. 2000. Fighting corruption: Aprincipled approach: The C2 principles (Combating Corrup-tion). Cornell International Law Journal, 33(3): 595–628.

41 Business for Social Responsibility. 2002. Corruption andbribery White Paper. http://www.bsr.org/BSRResources/White-PaperDetail.cfm?DocumentID�180.

42 Anticorruption. www.worldbank.org/publicsector/anticorrupt/.43 Cargill citizenship report. http://www.cargill.com/citizen-

ship.pdf.

44 Cogman, D., & Oppenheim, J. M. 2002. Controversy incor-porated. The McKinsey Quarterly, 4: http://www.mckinseyquar-terly. com/category_editor.asp?L2�18.

45 Business for Social Responsibility, op. cit.46 Alhstrom, D., & Bruton, G. D. 2001. Learning from successful

local private firms in China: Establishing legitimacy. The Acad-emy of Management Executive, 15(4): 72–83.

47 OECD anti-bribery convention summary. http://Usinfo.State.Gov/Journals/Ites/1198/Ijee/Factoecd.htm.

48 Stackhouse, D. The foreign corrupt practices act: Bribery,corruption, recordkeeping and More. Indiana Lawyer 23 April1993.

49 Business for Social Responsibility, op. cit.

Jonathan Doh is assistant profes-sor of management and directorof the Center for ResponsibleLeadership and Governance atVillanova University, and mem-ber of the executive faculty atGSBA-Zurich. His research inter-ests include management strat-egy in emerging economies andcorporate social responsibility.He received his Ph.D. fromGeorge Washington Universityin international strategy. He iseditor (with Hildy Teegen) ofGlobalization and NGOs (Prae-ger, 2003). Contact: [email protected].

Peter Rodriguez is an associateprofessor of business adminis-tration at the Darden GraduateSchool of Business at the Uni-versity of Virginia. His researchinterests include economy andfirm-level effects of corruptionand the political-economy of in-ternational trade policy with aparticular focus on regionaland multilateral trade agree-ments. He received his Ph.D. ineconomics from Princeton Uni-versity. Contact: [email protected].

Klaus Uhlenbruck is assistantprofessor of management atMays Business School, TexasA&M University. He received hisPh.D. from the University of Col-orado in strategic management.His research and publicationsaddress international diversifi-cation, MNE management, pri-vatization, and enterprise strate-gies in emerging economies. Hisresearch on corruption is fundedby the Shell Oil Company Foun-dation. Contact: [email protected].

Jamie Collins is a doctoral stu-dent at Texas A&M University.His research interests include so-ciological influences on strategicmanagement, the interaction be-tween firms and their environ-ments, international strategy,and corporate social responsibil-ity. Contact: [email protected].

Lorraine Eden is professor ofmanagement and UniversityFaculty Fellow at Texas A&MUniversity where she teachescourses on multinational enter-prises and international busi-ness. Her research focuses onthe political economy of multi-nationals, specializing in trans-fer pricing and internationaltaxation. She holds a Ph.D. withdistinction in Economics fromDalhousie University. Contact:[email protected].


Academy of Management Executive, 2003, Vol. 17, No. 3 ... · Coping with corruption in foreign markets ... China, Pakistan, Lesotho, South Africa, Costa Rica, Egypt, ... corruption

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