• Deterrence and risk-based compliance patterns are central, with event history tests and deterrence models including certainty of detection and market signals shaping corporate behavior [10], [4], [3], [8].

• Organizational determinants of wrongdoing—pressure, opportunity, and predisposition—and governance features such as managerial self-efficacy and ethics codes recur across studies [5], [2], [18], [19], [11].

• Reputational and social sanctions emerge as key levers, with public judgments and reputational penalties influencing responses to corporate versus individual wrongdoing [15], [16], [13], [9].

• Regulatory policy and accountability mechanisms—Foreign Corrupt Practices Act, sentencing guidelines, and governance debates—inform corporate behavior and compliance decisions [7], [6], [19].