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Contemporary management is tending toward allowing collaborators decision-making autonomy. Organizations that have levelled out hierarchical lines and allowed their employees a degree of personal initiative are even referred to as “liberated companies” (Getz 2009; 2012). But we note that there is manipulation in such apparently “liberated” companies, which challenges the supposed decision-making autonomy. Indeed, far from demonstrating that they act on their own initiative, members of staff are merely reproducing the behavioral patterns expected of them and advocated by senior management. This observation has encouraged researchers to consider the different personalities of the collaborators and their level of integrity in terms of choice. This article is based on Giroux’s theory of integrity (1999). We highlight the influence that managerial practices may have on the level of integrity of members of staff, illustrating our statements on the basis of the experience gained by Google and FAVI. We conclude by widening the scope of the concept of liberated companies.