Samsung Scandal : Japan's Government

In Japan, for all its business and technological skills, social values take priority over purely economic ones. Reid's interesting description of a new-employee ceremony at a large Japanese corporation, in this case the electronic giant NEC, highlights his celebration of how Confucian ritual dignifies life in the Japanese workplace.

And while anecdotal here, Kerry Heitz, a professional colleague preparing to exit after many years had been the epicenter of the leak and the unfolding firestorm in this tale of woe. It turns out that during a casual conversation with Christine over coffee, Kerry decided to seize the moment in this parallel universe. Being one of those trusted fiduciaries, he saw a pattern of significant abuses and took the unprecedented opportunity to propose linking executive bonuses to financial performance. Whether it was naivety or just trying to do right by the company, he should have realized that Christine had been kept uninformed by design. In any event, it didn’t take long before Kerry realized the error of his ways as the topic of that conversation eventually made its way back to Bill where it was not favorably received

Since Japan’s exit from isolation and entrance into global, cross cultural exchange, many aspects of the Japanese culture have been shaped and changed from their original traditionalism. Despite Western influence, however, Japan has been able to maintain a sense of cultural identity through unique practices that are rooted in the original culture. A prime example of this autonomy can be found when observing Japanese business culture and ethics, especially when the United States is used as a cornerstone of comparison. In observing the modern business practices of both nations one is immediately drawn to the manner in which business is both discussed and

The “HP CEO Affair Scandal” video reflects on unethical behavior displayed by the CEO, Mark Hurd. He was forced to resign, due to using $20,000 dollars of the company’s money to conceal a relationship with a business associate. Because Hurd had a contract with the company, he was able to exit with a severance package of $35 million dollars. However, this caused the company to lose $9 billion dollars in stock. Although the businesses stock plummeted, they have the potential of bouncing back, but planning and creating viable resources are in order.

Ashleigh Nghiem, in his passage What is happening with Japan Inc? which was posted on 13 October 2017uses a ambivalent tone to claimed that the Japanese industry is undergoing a transition period, the original Japanese industry is known for its trustworthy and excellent quality. But for now a series of fraud and rubbish engineering let the credibility of Japanese industrial enterprises have been questioned. And it is going to invoking people’s attention on these kind of

A once massive communications company was brought to ruin by the mishandling of DIRECTORS, OFFICERS, and the CEO. Between 1999 and 2002 the CEO Bernie Ebbers orchestrated over $9 billion worth of fraudulent accounting transactions. Surely all of this was not accomplished by just one man, this took teams of people who were unwilling to question authority or stand up during times of corporate wrong doing. Therefore, the information to follow will contain explanation of how this fraud was committed and by whom, the reasoning behind the fraud, the consequences of their actions for them and the corporation, and the final outcome for the corporation and those directors and officers held accountable.

It is in this context that the three authors - Patrizia Porrini, Ph.D., Lorrin Hiris, D.P.S., and Gina Poncini, Ph.D. - wrote this book. They do not seek to expound on the voluminous literature available discussing why and how these corporate scandals happened. They seek to provide answers to how effective CEOs build an ethical culture within an organization by providing actual cases of ethical companies that had passed the test of time.

Based on the case study, WorldCom did not have any ethical culture and its corporate governance was a failure. This is because, the senior managers mentioned and their subordinates conspired to engage in fraud overlooking the adverse effects their decisions would have on the company and its shareholders. There was apparent abuse of power, fear of condemnation from the juniors and a lot of pressure to comply – for fear of losing one’s job. Other researchers of the case as well as reporters have concluded the same as conferred below.

This paper describes the case of Olympus, a Japanese manufacturer of optic equipment, at which in early 2012 a scandal was uncovered which was soon dubbed to be one of the largest loss-concealment schemes of Japan. In the 1990’s, Olympus incurred significant losses on financial investments made. These were subsequently hidden with the aid of investment companies by shifting the investments around. In the 2000’s, these losses were to be repaid by paying exorbitant merger and acquisition fees to these investment companies. After newly-appointed CEO Michael Woodford blew the whistle on these frauds, the company got into trouble. Our research into the events leading to this

"The secret of success is honesty and fair dealing," Mark Twain, once said. "If you can fake these, you 've got it made."

Complications surfaced that the company was not handling money correctly and top management was to blame. Either the company did not properly train their management (especially those who handled the financial aspects of the business) or management was not governing themselves by company policies and procedures that would make the business successful. It appears Kozlowski and his top executives were able to persuade many employees to overlook company policies and procedures to pursue high margins of profitability. This demonstrates that the organizational culture and management behavior was overlooking their ethical obligations to the shareholder, company, and employees of Tyco. They were willing to

Here we see a failure of the board to look at management critically. They accepted only the information presented to them by the CEO and did not demand a better picture on the state of RBS’s business in mortgage trading even while the CEO’s story seemed to constantly be changing. The board exists as a watchdog to the executive management yet nothing was done to hold the CEO accountable to the truth.

Case 2 mainly introduces how Arthur Andersen, who used to be one of the “Big Five” largest accounting firms in the United States, strayed away from accepted policies and stuck in a string of accounting scandals, finally closed its doors after 90 years of business. The firm’s name was synonymous with trust, integrity and ethics during a long period of time, however, Andersen failed to withstand the pressure from the competition of consulting service. Thus, it leaded to a negative influence on Andersen's corporate culture, which enabled

The 140-year-old multinational conglomerate has since been embroiled in one of Japan’s biggest-ever accounting scandal since May 2015. The scandal now raises the question of accountability on the part of management, Toshiba's corporate governance, and point to power struggles among former and current top executives (“Toshiba Accounting Scandal”, 2015).

Samsung is facing financial losses, and the company’s reputation is in crisis due to its Galaxy Note 7 recall recently. In this digital age, almost everyone holds a smartphone to check emails or posts on social media platforms at night before going to sleep. One plugs his smartphone into the bedside charger and places it on the nightstand before going to sleep, and one wakes to find his nightstand and carpet in flames, smoke flowing everywhere. Or maybe his Volvo, his hotel room, his entire house. How could this have happened? Simple: his “precious little equipment” that he uses every day is a Samsung Galaxy Note 7, just like the Reddit user Crushader`s (Wehner, 2016, para.2) and other hundreds that had spontaneously burst into flames since August 2016.