When I e-mailed Eric Valentine, my publisher, in early 2000 with a proposal for a second book for Praeger to publish, it seemed like a good idea. I was a full-time academic with the luxury of resources, especially time to research the book. Then, in mid-2001, I moved back to the private sector. In my previous work and current experience in the private sector, my performance has only been measured by the return on investment (ROI) calculated by accountants. Something that I could never fully understand as a nonaccountant was that growth, market share, public reputation, and shareholder value were all ignored as valid measurement tools in the organizations I was with.
As I write this Preface, having completed the manuscript, the world is a very different place. Not only has September 11, 2001, become one of those days in history on which people will remember where they were, just as they remember where they were when they heard of the assassination of John F. Kennedy, but there have also been a number of major corporate collapses that have affected the lives of employees, [mom and pop investors,] and the returns being paid by investment, and superannuation funds, and so on.
Globally, there is major fallout over the demise of Enron and WorldCom and the role that their auditors and managers played, even reaching my home country of Australia, which was mentioned in congressional hearings into the role that Arthur Andersen, the Enron auditor, played in the largest corporate collapse in Australian corporate history, that of HIH Insurance. Australia also saw the collapse of One