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Compact case
Case
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Reference no. IMD-3-2369
Published by: Institute for Management Development (IMD)
Originally published in: 2013
Version: 14.04.2014
Revision date: 12-Jul-2016
Length: 2 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 a Skanska CS employee is offered more time to prepare documentation for a public tender than other competitors, although this doesn’t imply that Skanska CS would win the bid.
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 a Skanska CS employee is offered more time to prepare documentation for a public tender than other competitors, although this doesn’t imply that Skanska CS would win the bid.

Settings

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

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