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1 | (14) |
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8 | (7) |
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2 Corporation Conformity and Compliance |
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15 | (22) |
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Research Perspectives on Compliance |
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16 | (5) |
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Legalistic and Formalistic Approaches |
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21 | (2) |
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Compliance Audits and Risk Assessment |
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23 | (1) |
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Fraud Examinations of Compliance Failures |
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24 | (5) |
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Maturity Model for Corporate Compliance |
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29 | (3) |
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32 | (5) |
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3 The Theory of Convenience and Compliance |
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37 | (18) |
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Individual Convenience Orientations |
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38 | (2) |
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Financial Motive for Executive Deviance |
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40 | (3) |
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Organizational Opportunity for Deviance |
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43 | (1) |
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Personal Willingness for Deviant Behavior |
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44 | (2) |
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Disturbing Offender Crime Convenience |
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46 | (2) |
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Traditional Criminological Perspectives |
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48 | (1) |
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49 | (6) |
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4 Lack of Compliance from Convenience |
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55 | (20) |
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Astellas Cultural and Compliance Failings |
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56 | (1) |
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Danske Bank Money Laundering in Estonia |
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57 | (4) |
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Fuji Xerox Customer Fraud in New Zealand |
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61 | (3) |
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Nordea Bank Tax Evasion in Luxembourg |
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64 | (4) |
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Swedbank Money Laundering in Lithuania |
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68 | (3) |
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Telenor in Vimpelcom Uzbekistan Corruption |
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71 | (1) |
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72 | (3) |
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5 Barriers to Corporate Compliance |
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75 | (28) |
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The Complexity of Rules and Regulations |
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76 | (1) |
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Deficiencies in Compliance Functions |
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77 | (3) |
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Deterioration by Social Disorganization |
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80 | (7) |
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Heroic Status of the Chief Executive |
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87 | (2) |
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Inter-Bank Cooperation Challenges |
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89 | (7) |
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96 | (7) |
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6 Roles of Compliance Officers |
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103 | (10) |
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Statements by Compliance Violators |
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104 | (3) |
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Survey of Officers in the United States |
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107 | (1) |
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The Yara Corruption Scandal in Libya |
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108 | (2) |
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110 | (3) |
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7 Restoration of Compliance and Control |
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113 | (14) |
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The Trust Repair at Siemens in Germany |
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115 | (5) |
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Financial Crime Specialists in Compliance |
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120 | (3) |
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123 | (4) |
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8 Crime Signal Detection Perspectives |
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127 | (44) |
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White-Collar Crime Characteristics |
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129 | (2) |
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Organizational Crime Detection Functions |
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131 | (5) |
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Crime Detection by Whistleblowing |
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136 | (6) |
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Empirical Crime Signal Detections |
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142 | (6) |
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Characteristics of Crime Signal Detection |
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148 | (7) |
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From Crime Convenience to Detection |
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155 | (2) |
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Case Study of Betanien Foundation |
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157 | (6) |
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163 | (8) |
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9 Change Management for Corporate Recovery |
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171 | (24) |
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Organizational Reconstruction Approaches |
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172 | (1) |
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Recommendations by Fraud Examiners |
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173 | (7) |
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Preventive Measures in the Literature |
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180 | (5) |
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Detective Measures in the Literature |
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185 | (2) |
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Corporate Case Study of Siemens |
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187 | (1) |
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188 | (7) |
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10 Change Measures for Corporate Control |
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195 | (32) |
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Recommendations in the Literature |
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197 | (8) |
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Investigations by Fraud Examiners |
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205 | (3) |
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Four Change Management Themes |
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208 | (4) |
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Reduction in Crime Convenience |
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212 | (3) |
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215 | (12) |
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11 Strategies for Wrongdoing Investigation |
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227 | (42) |
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Investigative Fraud Examination |
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228 | (4) |
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Investigation Knowledge Strategy |
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232 | (3) |
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Information Sources Strategy |
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235 | (5) |
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Value Shop Configuration Strategy |
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240 | (5) |
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Computer Systems Strategy |
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245 | (3) |
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Crime Investigation Principles |
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248 | (10) |
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Investigation Maturity Levels |
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258 | (3) |
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Case Study of Gartnerhallen |
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261 | (3) |
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264 | (5) |
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12 Profiling of Potential Offenders |
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269 | (18) |
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Structural Model of Convenience |
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270 | (1) |
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Profiling Offender Motive |
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271 | (4) |
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Profiling Offender Opportunity |
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275 | (3) |
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Profiling Personal Willingness |
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278 | (3) |
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281 | (6) |
| Conclusion |
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287 | (4) |
| Appendices |
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291 | (34) |
| Bibliography |
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325 | (38) |
| Index |
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363 | |
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