Abstract
Since the 2000s, several major domestic manufacturers in Japan have faced quality fraud scandals, including recall concealment, counterfeit labeling of food origins, and falsification of inspection data.While some of these actions were deliberate, many occurred due to a lack of awareness about the severity of the actions, with employees and executives justifying them as being “ for the benefit of the customer and the company. ” To uncover the root causes of these behaviors, the “ Fraud Triangle ” theory—comprising motivation, opportunity, and rationalization—proves useful. This paper explores why quality fraud occurs, how it can be prevented, and what actions should be taken if fraudulent behavior is detected, drawing on real-world case studies and consulting experience. Additionally,
it discusses practical responses at the operational level and crisis management strategies at the organizational level when fraud is identified.
