Open Access

This doctoral thesis deals with the topic of organizational misconduct and covers the three salient research streams in this area by addressing its performance outcomes, antecedents, and preventive measures. Specifically, it is concerned with the question of how different forms of misconduct are reflected in the stock performance of related organizations, thereby, covering the three pillars of corporate sustainability environmental, social, and governance (ESG). Furthermore, it aims to conceptualize how individual cognitive biases may lead to misconduct, therefore, potentially representing an antecedent and how existing management control systems can be enhanced to effectively address specific forms of misconduct, respectively. To these ends, I first review the research stream of stock price reactions to environmental pollution events in terms of the underlying research samples, methodological specifications, and theoretical underpinnings. Based on the findings of the systematic literature review (SLR), I perform three stock-based event studies of the Volkswagen diesel emissions scandal (Dieselgate), workplace sexual harassment (#MeToo accusations), and the 2003 blackout in the US to cove the three ESG dimensions, respectively. In line with the SLR, my event studies reveal substantial stock losses to firms involved in misconduct that are eventually even accompanied by a spillover effect to uninvolved bystanders. Then, I review the extant literature conceptually to develop a framework outlining how moral licensing as an individual cognitive bias might lead to a self-attribution of corporate sustainability, a consecutive accumulation of moral credit, and a later exchange of this credit by engaging in misconduct afterward. Finally, I assess existing workplace sexual harassment management controls, such as awareness training and grievance procedures critically in another conceptual analysis. Based on the shortcomings stemming from management controls’ focus on compliance and negligence of moral duties, I introduce five specific nudges firms should consider to enhance their existing management controls and eventually prevent occurrences of workplace sexual harassment. Based on the six distinct articles within this doctoral thesis, I outline its limitations and point at directions for future research. These mainly address providing further evidence on the long-term performance effects of organizational misconduct, enriching our knowledge on further cognitive biases eventually leading to misconduct, and conceptualizing nudging beyond the use-case of workplace sexual harassment.