Bausch & Lomb, the chapter-opening case, managers who were driven to accomplish revenue objectives secretly moved inventory into storage and counted it as sales. This was
(A) Standard operating procedure.
(B) The result of a flawed system of strategic controls that failed to define the boundaries of acceptable behavior.
(C) A good way to meet revenue goals given B & L's strong emphasis on "moving inventory."
(D) A good way to ensure strong, positive culture.
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