ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book proposes a diagnostic model of failure that identifies the major factors that account for the likelihood of failure. It deals with three common pathologies, of a devastating nature, in the world of organizations. First one, organizational politics, refers to ongoing power struggles in organizations, in which interest groups apply various kinds of political tactics against each other for the purpose of maximizing their benefits at the expense of the organization at large. Second pathology, organizational corruption, reflects repeated misconduct, such as fraud or theft, undertaken by the organization's members, due to greed. Third pathology, corporate crime, consists of various kinds of illegal activities, deliberately committed to mislead shareholders, governmental authorities, and the public at large. Corporate crime is intended to benefit the organization and improve its competitive position by means of concealed criminal acts, false reports, and fraudulent manipulations.
