MARCO BERTINI TICKETING THE GAMES – P43 TONY ECCLES AND JULES GODDARD REGULATING FINANCE – P48 MICHAEL G JACOBIDES THE REAL PROBLEM WITH GREECE – P64 STRATEGY STRATEGY ILLUSTRATIONS: JOE MCLAREN UNETHICAL BEHAVIOUR THE RIGHT SIDE OF THE ROAD Recently appointed as a Fellow of the Edmond J. Safra Center for Ethics at Harvard University, Celia Moore is an Assistant Professor of Organisational Behaviour at London Business School. Her research focuses on the unexpected causes and consequences of corruption and unethical behaviour among individuals, groups and organisations. During your fellowship at Harvard, you will be focused on two projects with slightly unusual samples. Yes, one uses a nine-year sample of State Patrol records in Washington State to investigate triggers of police leniency in drunk driving arrests. The second uses a proprietary sample from the United States. Sentencing Commission of several hundred firms criminally convicted in federal courts over an 11-year period. This project will examine how firms endeavour to re-establish their legitimacy after episodes of corruption, and whether those steps are effective. One of the things that firms do to re-establish legitimacy is to change their name or be acquired. What will be interesting to determine is whether they are actually changing their ways. When they are called A they get convicted criminally, and then change their name to B, does that mitigate the consequences, and do they continue the bad behaviour? Your research has also looked at people pulled in for speeding and drink driving. What did you find? One thing we have found is that when there is a social norm to treat people nicely — such as if it is a driver’s birthday, or for women on Mother’s Day — people tend to be treated more severely. People seem to recognise that they are likely to be biased if it is someone’s birthday, so they overcompensate. I am also looking at the effect of leadership change when and to whom leniency is shown. So you are looking to see if leadership had an effect on arrests and penalties? Yes, if leaders do matter then we’ll be happy. If leaders don’t matter then that’s also interesting. What led you to use data from police forces? It’s very hard to empirically study what I’m interested in, which is corruption, because most of it is hidden. People don’t like to admit it, and so if you actually do manage to get data, you never know how much you’re missing. This data allows us to “back out” rates of corruption without having to depend on it being caught. It is also very applicable to organisations. All of these small police departments are organisations with leaders who change THE AUTHOR CELIA MOORE CMOORE@LONDON.EDU Moore is an Assistant Professor of Organisational Behaviour at London Business School and a Fellow of the Edmond J. Safra Center for Ethics at Harvard University. “This project will examine how firms endeavour to re-establish their legitimacy after episodes of corruption, and whether those steps are effective.” www.london.edu/bsr BUSINESS STRATEGY REVIEW UNETHICAL BEHAVIOUR THE RIGHT SIDE OF THE ROAD 41