ABSTRACT
This chapter examines the relationship between organizational bureaucracy and fraud hotline performance by examining the answers to a series of sub-questions to isolate performance indicators. To establish the state of dysfunctional organizational bureaucracy, this chapter uses relevant literature, to include organizational documents and media reports. Employee crime has persisted despite the existence of fraud hotlines. Fraud hotlines are advanced by legislation as a fraud prevention and detection tool. Critics say program bureaucracy can limit the efficacy of hotline programs. Employee crime has been one of the biggest threats facing organizations for nearly 40 years. Rich qualitative detail, provided in case study format, was necessary to establish a relationship between the independent variable, organizational bureaucracy, and the dependent variable, fraud hotline process. In order to obtain organizational data, four hotline managers were interviewed. The threats to validity in this research effort relate to the number of cases, self-selecting participants, and descriptive and interpretative validity.
