Some interesting points here:

Is Your Workplace Encouraging Employees To Cheat?

The researchers, who also included Maureen L. Ambrose and Robert Folger from the University of Central Florida and Noel F. Palmer from the University of Nebraska–Kearney, found that cheating behavior was more likely to happen in organizations where employees were pressured to perform at a high level, especially when there were punishments for not achieving those levels. Lack of supervisor and other support also contributed to cheating environments.

“The risk factor and the threat is really the explanation for why cheating occurred. It’s that the employees feel the need to protect themselves,” Mitchell says. “What Mike and I found in the study with our coauthors is that self-protection comes out through the motion and through a specific, cognitive mental focus, and it has these basic goggles on or blinders on toward themselves. They get very self-interested and they get angry. Those two things, essentially, explain why they end up cheating.”

Explicitly stating the organization’s expectations with regard to ethical behavior is a critical step. Many organizations don’t overtly state such parameters, which may leave employees feeling like it’s okay to cheat as long as the end result was met, Baer says.

Fostering an environment where employees can safely express their concerns about work demands without fear of retribution allows them to signal when expectations may be beyond their ability to achieve without cheating.

And yes, she is STILL doing it. I am sick of it!