To gain insight into collusion and management override, non-accounting research offers
insights by examining social networks and interpersonal interactions. Engdahl (2008a) argues that
social position creates opportunity in terms of (1) access to authority, (2) social contact networks,
and (3) technical and administrative systems. Social position is often the foundation for opportunity
by providing ‘‘barriers’’ and ‘‘back regions’’ to prevent oversight and detection. These concepts are
informative features of management override. More specifically, (1) barriers prevent others from
taking control over the perpetrator’s areas of activity, thus restricting others’ ability to detect crimes
being carried out; while (2) back regions entail areas where the perpetrator learns, trains, and tests
schemes for effectiveness with minimal scrutiny. For example, a fraudster could use access to the
general ledger of an immaterial subsidiary to test the effectiveness of fraud concealment schemes.
Given the immateriality of the subsidiary, oversight may be minimal and, if caught, then the
perpetrator could claim immateriality and/or error with the likelihood of minimal consequences.
Perhaps multi-disciplinary research, in which accounting researchers join with psychologists or
organizational behavior researchers, may prove fruitful in fleshing out our understanding of
collusion and management override
To gain insight into collusion and management override, non-accounting research offersinsights by examining social networks and interpersonal interactions. Engdahl (2008a) argues thatsocial position creates opportunity in terms of (1) access to authority, (2) social contact networks,and (3) technical and administrative systems. Social position is often the foundation for opportunityby providing ‘‘barriers’’ and ‘‘back regions’’ to prevent oversight and detection. These concepts areinformative features of management override. More specifically, (1) barriers prevent others fromtaking control over the perpetrator’s areas of activity, thus restricting others’ ability to detect crimesbeing carried out; while (2) back regions entail areas where the perpetrator learns, trains, and testsschemes for effectiveness with minimal scrutiny. For example, a fraudster could use access to thegeneral ledger of an immaterial subsidiary to test the effectiveness of fraud concealment schemes.Given the immateriality of the subsidiary, oversight may be minimal and, if caught, then theperpetrator could claim immateriality and/or error with the likelihood of minimal consequences.Perhaps multi-disciplinary research, in which accounting researchers join with psychologists ororganizational behavior researchers, may prove fruitful in fleshing out our understanding ofcollusion and management override
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