engelberg - Toshiba
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The traditional Japanese values of duty, authority, and harmony are so
highly valued that individuals are taught to avoid disrupting social
tranquility.28 Thus, it is easy to turn a blind eye to corporate governance
conflicts in order to avoid upsetting or destabilizing the social environment.29
These cultural concepts and beliefs provide insight as to how the Olympus
accounting fraud, Japan’s largest known accounting scandal, persisted for
almost two decades.30
II. THE OLYMPUS ACCOUNTING SCANDAL
To date, Olympus is Japan’s third largest accounting scandal.31 Over the
course of twenty years,32 Olympus was able to hide approximately $1.7 billion
USD in losses from investors.33 The scandal stemmed from the management’s
policy of demanding that overly aggressive profit targets were met.34 Unable to
meet these excessively high targets, employees set up complex schemes to
accelerate profits and bury losses, even using outside consultations for the sole
purpose of financial statement fraud.35 The fraud persisted for 20 years, and
not one whistleblower came forward.36 Viewed under the cultural principles
described above, it is understandable why such practices continued for a long-
time.37
In the case of Olympus, former CEO Tsuyoshi Kikukawa held all the
power to control the company.38 Contrary to public companies in the United
States, board members and executives in Japan do not have clearly distinct
26 Morgan & Burnsid, supra note 7, at 177.
27 Id. at 176.
28 Id.
29 Id.
30 Aronson, supra note 15, at 88.
31 McCombs, supra note 6.
32 Aronson, supra note 15, at 88.
33 McCombs, supra note 6.
34 Aronson, supra note 15, at 88.
35 Id. at 89–91.
36 See id. at 88.
37 See infra Part II.