Normalizing White-Collar Wrongdoing in Professional Service Firms

There is extensive literature on top managers committing wrongdoing, but few studies examine white-collar wrongdoing. Drawing the experiences of a professional service firm, we why and how engineering consultants normalize Leveraging bounded rationality theory, find that organizational myopia promotes inadequate administrative systems hold prisoner to their rules procedures, leading normalized Our theoretical contributions are threefold: (1) contribute presenting relation between (2) literature, showing link with poor project performance, (3) show wrongdoing play role in scope creep. We introduce an iceberg model failed (the tip iceberg) due inefficient need be addressed before starting any project.