The Ways of Corruption in Infrastructure: Lessons from the Odebrecht Case Nicolás Campos, Eduardo Engel, Ronald D. Fischer, and Alexander Galetovic Nicolás Campos, Researcher, Espacio Público, Santiago, Chile. Eduardo Engel is Professor of Economics, University of Chile, and Director, Espacio Público, both in Santiago, Chile. Ronald D. Fischer is Professor of Industrial Engineering, University of Chile, and a Research Associate, ISCI (Instituto Sistemas Complejos de Ingeniería), both in Santiago, Chile. Alexander Galetovic is Senior Fellow, Universidad Adolfo Ibáñez, Santiago, Chile; Research Fellow, Hoover Institution, Stanford, California; and Research Associate, CRIEP (Centro di Ricerca Interuniversitario sull'Economia Pubblica), Padua. Italy. Their email addresses are
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[email protected] 1 In 2010, the Swiss business school IMD chose Odebrecht, a Brazilian conglomerate, as the world’s best family business. Odebrecht was chosen for the excellent performance of its companies, its continuous growth, and its social and environmental responsibility. Sales had quintupled between 2005 and 2009, and Odebrecht had become Latin America’s largest engineering and construction company and ranked 18th worldwide among international contractors (Engineering News-Record Magazine 2009). By 2015, however, Odebrecht chief executive Marcelo Odebrecht had been arrested on corruption charges. Nine months later he was sentenced to more than 19 years in prison. The Odebrecht case, as it came to be known, involved bribe payments in ten countries in Latin America and two countries in Africa. Deltan Dallagnol, lead prosecutor in Brazil, commented (as reported by Pressly 2018). "The Odebrecht case leaves you speechless. This case implicated almost one-third of Brazil's senators and almost half of all Brazil's governors.