Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Compact case
Case
-
Reference no. IMD-3-2368
Published by: International Institute for Management Development (IMD)
Originally published in: 2013
Version: 14.04.2014
Revision date: 12-Jul-2016
Length: 1 pages
Data source: Field research

Abstract

This is part of a case series, to demonstrate different ethical dilemma that employees of Skanska CS were facing after Dan Tok took over as CEO and was mandated to transform and align the practices of the Czech division to the corporate 'no ethical breaches' culture. This particular case illustrates a situation where the Director of the Skanska Slovak subsidiary is asked to help resolve a dilemma that her subordinate is facing during a bidding process: the employee was personally offered a bribe by a public official to withdraw from bidding for a pipeline project worth 1.5 million euros.
Industry:
Size:
EUR689.3 million revenues, 4,966 employees
Other setting(s):
2000-2008

About

Abstract

This is part of a case series, to demonstrate different ethical dilemma that employees of Skanska CS were facing after Dan Tok took over as CEO and was mandated to transform and align the practices of the Czech division to the corporate 'no ethical breaches' culture. This particular case illustrates a situation where the Director of the Skanska Slovak subsidiary is asked to help resolve a dilemma that her subordinate is facing during a bidding process: the employee was personally offered a bribe by a public official to withdraw from bidding for a pipeline project worth 1.5 million euros.

Settings

Industry:
Size:
EUR689.3 million revenues, 4,966 employees
Other setting(s):
2000-2008

Related