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Enforcement of laws that prevent corrupt international business dealings has recently intensified. Firms have paid record-setting fines of hundreds of millions of dollars, and individuals have been tried and convicted. This escalating situation demands effective action from business leaders. Compliance has become increasingly complicated as more countries have enacted antibribery laws. To address this situation, I identify four root causes of corruption and present innovative real-world examples of solutions. Combinations of these solutions can be crafted to create high-compliance work systems (HCWSs) to avoid corruption. Firms can formulate their own unique, innovative, and dynamic models to achieve high levels of firm success while also avoiding corruption. These models go beyond trade-off thinking, which suggests that compliance must be exchanged for performance. Pivoting away from such trade-off thinking enables innovative solutions to manage corruption risks and offers firms a sustained competitive advantage over their peers.

In today's connected economy, interorganizational relationships are increasingly important. Whether government-to-government, political party-to-political party, business-to-business, department-to-department, or some other interorganizational pairing, these relationships can provide organizations with signals used to identify and better respond to changes in their environment and in their interorganizational relationships. This enables astute organizations to not only understand how others will interpret the social signals they send, but also to shape those signals in ways that will improve their interorganizational relationships. We illustrate this herein, using the public and readily recognizable relationships involved with labor relations in the professional sports industry. We show how social signals can explain the way organizations change and adapt to their environments, and how these changes send messages to related organizations. Finally, we provide a set of recommended advice for managers based on this case analysis.

Every day, managers face the risk of lawsuits being filed by their workers. Lawsuits are disruptive, time consuming, expensive, and often completely unexpected/unanticipated. To better prepare for this undesirable occurrence, managers must understand the risks involved. Three metrics-frequency, severity, and range-elucidate the risks of employment lawsuits and illustrate how these may vary from one state to the next. Risk management tactics can be deployed strategically to handle the variety of risk present in various locations. These tactics create a defense-in-depth strategy with layered multiple-hurdles to stymie employee depletion of corporate assets. Rather than live in perpetual fear, employers can more successfully manage the risks of worker lawsuits.