Management Controls: The Organizational Fraud Triangle of Leadership, Culture and Control in Enron
Almost faster than you can say mark-to-market accounting, management controls disappeared once Jeff Skilling became CEO of Enron. The rest is sad history and a shareholder’s worst nightmare come true. These authors document the subversion of Enron’s management controls and suggest the lessons managers can learn from the worst financial collapse in U.S. corporate history.
Content: Article | Authors: Clinton Free, Mitchell Stein, Norman Macintosh | Source: Ivey Business Journal | Subjects: Corporate Governance, Management, Organizational Behavior | Company: Enron
Enron unravelled
This is an edited version of a new case study written primarily for classroom discussion. In this shortened form, supplemented by a commentary on the corporate governance implications by Matthew Allen, it provides insights for EBF readers into – among other things – financial engineering as a means of supporting the share price, the reporting of financial exposure, and the need for independent audit oversight … [ Read more ]
Content: Case Study | Author: Stewart Hamilton | Sources: European Business Forum (EBF), IMD | Subjects: Corporate Governance, Finance | Company: Enron