Ethical Business Practice and Regulation: A Behavioural and Values-Based Approach to Compliance and Enforcement
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
London
Bloomsbury Publishing Plc
2017
|
| Schriftenreihe: | Civil Justice Systems Ser
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (319 Seiten) |
| ISBN: | 9781509916382 |
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| 505 | 8 | |a Cover -- Title Page -- Acknowledgements -- Contents -- List of Figures, Tables and Boxes -- List of Case Studies -- List of Abbreviations -- Preface -- Part I: The Ideas -- 1. Why Do People Conform to Rules or Break Them? Piecing Together the Evidence -- How the Brain Produces Behaviour -- The Need to Check -- Bending the Rules -- People Think They Comply, Even if They Don't -- Targets, Stress and Mixed Messages -- Group Culture -- How Do We Apply This Knowledge? -- Conclusions -- 2. Characteristics to Build on -- Ethics are Innate in Humans -- Levels of Development of Human Psychological Consciousness and Organisations -- The Importance of Fairness in Observing Rules -- Conclusions -- 3. The Traditional Way of Enforcing the Law: Deterrence -- Problems with Deterrence -- The Example of Competition Law -- Incredible Deterrence -- Shifts to Enforcement against Individuals -- Shifts from Deterrence -- Reputation and Identification -- What Many UK Enforcers Actually Do -- Science Not Theory -- A Repressive Society or an Open Collaborative Society? -- Stages in the Development of Human Society -- Conclusions -- 4. Fair and Proportionate Measures -- Fairness in Response to Wrongdoing: We Don't Just Go Soft -- Proportionate Responsiveness -- Case Studies -- Conclusions -- 5. The Need for Cooperation -- Cooperation is Essential for Business -- An Adult-Adult Relationship -- Organisational Structures -- Monitoring Systems: Constant Circulation of Information -- A Cooperative Model of Regulation -- Some Examples of Coordination in Regulation -- The Pharmacovigilance System: Multiple Actors -- Civil Aviation: From Compliance-Based to Performance-Based Regulation -- The Primary Authority Scheme -- Health and Safety at Work: Making it Everyone's Concern -- Conclusions -- 6. Trust Within and in Organisations -- Compliance with Rules is Socially Constructed | |
| 505 | 8 | |a The Importance of Trust -- Evidence for Placing Trust -- Aberrant Personalities: Trust and the Unemotional -- Shifts in Corporate Values -- Conclusions -- 7. How to Learn and Improve Performance: An Open Culture without Blame -- Blaming Prevents People Sharing Information -- The Root Causes of Accidents -- Aviation Safety Research -- Safety Regulation in Civil Aviation -- The Current Approach of the Civil Aviation Authority -- Accountability and Responsibility in a Just Culture -- Boards and Just Culture -- An Elusive Open Culture: The NHS -- The Importance of an Educated Public Response -- Conclusions -- 8. Why Should We Be Ethical? Ethical Business Practice as Sound Commercial Strategy -- The Social Licence to Operate -- Job Satisfaction, Focus and Efficiency -- The Financial Rewards of Ethical Culture -- Ethical Business Practice as a Sound Regulatory Strategy -- Being Unethical Causes Damage -- Conclusions -- Part II: Where We are Now -- 9. The Status of Corporate Governance -- The Conflict between Ethics and Profits -- The Mirage of Maximising Shareholder Value -- Can Corporate Structures Impede Ethical Behaviour? -- Ethical Structures Tend to Be Open and Flat -- Corporate Governance and Culture: International Statements -- Restoring Confidence in the City of London through Corporate Governance and Culture -- Taking a Long-Term View -- Room for Improvement in Ethical Business Practice -- A Shortfall in UK Employee Engagement -- The Global Level -- Conclusions -- 10. The Status of Regulatory Policy -- Reinterpreting Regulation -- UK Government Policy on Better Regulation and Enforcement -- Better Regulation -- Parallel Expansion in Criminal Law -- From Enforcement to Behaviour -- Changed Approaches by Regulators -- Regulatory Pluralism: Multiple Influencers -- Supporting Self-Assurance by Business -- Regulators Supporting Business Growth | |
| 505 | 8 | |a Regulators and Others in Authority: Hindrance or Help? -- Conclusions -- Part III: What is Ethical Business Regulation? -- 11. Ethical Business Regulation -- Establishing EBR -- Measures of EBP -- The EBR Relationship -- Responding to Adverse Events: Resisting the Impulse to Blame -- Conclusions: Reasons to Adopt EBR -- 12. Developing Examples of Ethical Regulation -- Civil Aviation -- The Primary Authority Scheme -- Food Standards -- Workplace Health and Safety -- Energy -- Equality and Human Rights -- Water in Scotland: Prices and Wider Issues -- Nuisance Calls in Scotland -- Bribery and 'Adequate Procedures' to Prevent it -- Product Manufacturers -- Financial Services: Regulation Will Be Inadequate Without an Ethical Culture -- Individual Accountability: The Dead End of a Legal Approach -- Success in Delivering Redress -- The Financial Sector in 2017 -- Emerging Collaboration -- Conclusions from the Evidence across Different Sectors -- Harnessing Self-Regulation -- Conclusions -- Part IV: How to Implement Ethical Business Practice and Ethical Business Regulation -- 13. The Cultural and Leadership Framework for Ethical Business Practice in Organisations -- Introduction to EBP -- The Primacy of Culture -- Consciously Managing Organisational Culture -- Establishing the Organisation's Core Ethical Values -- Full and Consistent Commitment to Ethical Values -- An Articulated and Inspirational Social Purpose -- Ethics is Everyone's Responsibility -- Employee Involvement and Engagement in Fostering Ethical Behaviour -- Ethics Ambassadors -- People and Ethos -- Personalities and Employing the Right People -- Collaborative Atmosphere -- Working Together with Stakeholders -- Performance Management Systems and Incentive Schemes that Support EBP -- Conclusions -- 14. The Ethics and Compliance Framework: Values Orientation | |
| 505 | 8 | |a Focusing Mainly on Compliance is Not the Answer -- Instilling the Ethical Approach: A Shift in Emphasis -- A Values-Orientated Framework -- Codes of Ethical Business Practice -- How Do We Know What the Right Thing to Do is? -- Ethical Dilemmas, Ethical Decision-Making Models and Scenario-Based Training -- Responding Ethically When under Stress: Time Matters -- Resources of Information, Education and Advice -- Promoting an Open Culture and Speaking up -- When All Else Fails, External Whistleblowing -- Monitoring, Measuring and Reporting -- Conclusions -- Appendices -- Appendix 1: EBP in Organisations -- Questions to Assist Leaders in Implementing EBP -- Examples of the Types of Evidence That May Be Provided to Support EBP/EBR -- Appendix 2: Actions to Support EBR -- Actions by Regulatory and Enforcement Bodies -- Actions by Government -- Appendix 3. The US Department of Justice's Evaluation of Corporate Compliance Programs: Sample Topics and Questions -- Notes -- Index -- Copyright Page | |
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Datensatz im Suchindex
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| contents | Cover -- Title Page -- Acknowledgements -- Contents -- List of Figures, Tables and Boxes -- List of Case Studies -- List of Abbreviations -- Preface -- Part I: The Ideas -- 1. Why Do People Conform to Rules or Break Them? Piecing Together the Evidence -- How the Brain Produces Behaviour -- The Need to Check -- Bending the Rules -- People Think They Comply, Even if They Don't -- Targets, Stress and Mixed Messages -- Group Culture -- How Do We Apply This Knowledge? -- Conclusions -- 2. Characteristics to Build on -- Ethics are Innate in Humans -- Levels of Development of Human Psychological Consciousness and Organisations -- The Importance of Fairness in Observing Rules -- Conclusions -- 3. The Traditional Way of Enforcing the Law: Deterrence -- Problems with Deterrence -- The Example of Competition Law -- Incredible Deterrence -- Shifts to Enforcement against Individuals -- Shifts from Deterrence -- Reputation and Identification -- What Many UK Enforcers Actually Do -- Science Not Theory -- A Repressive Society or an Open Collaborative Society? -- Stages in the Development of Human Society -- Conclusions -- 4. Fair and Proportionate Measures -- Fairness in Response to Wrongdoing: We Don't Just Go Soft -- Proportionate Responsiveness -- Case Studies -- Conclusions -- 5. The Need for Cooperation -- Cooperation is Essential for Business -- An Adult-Adult Relationship -- Organisational Structures -- Monitoring Systems: Constant Circulation of Information -- A Cooperative Model of Regulation -- Some Examples of Coordination in Regulation -- The Pharmacovigilance System: Multiple Actors -- Civil Aviation: From Compliance-Based to Performance-Based Regulation -- The Primary Authority Scheme -- Health and Safety at Work: Making it Everyone's Concern -- Conclusions -- 6. Trust Within and in Organisations -- Compliance with Rules is Socially Constructed The Importance of Trust -- Evidence for Placing Trust -- Aberrant Personalities: Trust and the Unemotional -- Shifts in Corporate Values -- Conclusions -- 7. How to Learn and Improve Performance: An Open Culture without Blame -- Blaming Prevents People Sharing Information -- The Root Causes of Accidents -- Aviation Safety Research -- Safety Regulation in Civil Aviation -- The Current Approach of the Civil Aviation Authority -- Accountability and Responsibility in a Just Culture -- Boards and Just Culture -- An Elusive Open Culture: The NHS -- The Importance of an Educated Public Response -- Conclusions -- 8. Why Should We Be Ethical? Ethical Business Practice as Sound Commercial Strategy -- The Social Licence to Operate -- Job Satisfaction, Focus and Efficiency -- The Financial Rewards of Ethical Culture -- Ethical Business Practice as a Sound Regulatory Strategy -- Being Unethical Causes Damage -- Conclusions -- Part II: Where We are Now -- 9. The Status of Corporate Governance -- The Conflict between Ethics and Profits -- The Mirage of Maximising Shareholder Value -- Can Corporate Structures Impede Ethical Behaviour? -- Ethical Structures Tend to Be Open and Flat -- Corporate Governance and Culture: International Statements -- Restoring Confidence in the City of London through Corporate Governance and Culture -- Taking a Long-Term View -- Room for Improvement in Ethical Business Practice -- A Shortfall in UK Employee Engagement -- The Global Level -- Conclusions -- 10. The Status of Regulatory Policy -- Reinterpreting Regulation -- UK Government Policy on Better Regulation and Enforcement -- Better Regulation -- Parallel Expansion in Criminal Law -- From Enforcement to Behaviour -- Changed Approaches by Regulators -- Regulatory Pluralism: Multiple Influencers -- Supporting Self-Assurance by Business -- Regulators Supporting Business Growth Regulators and Others in Authority: Hindrance or Help? -- Conclusions -- Part III: What is Ethical Business Regulation? -- 11. Ethical Business Regulation -- Establishing EBR -- Measures of EBP -- The EBR Relationship -- Responding to Adverse Events: Resisting the Impulse to Blame -- Conclusions: Reasons to Adopt EBR -- 12. Developing Examples of Ethical Regulation -- Civil Aviation -- The Primary Authority Scheme -- Food Standards -- Workplace Health and Safety -- Energy -- Equality and Human Rights -- Water in Scotland: Prices and Wider Issues -- Nuisance Calls in Scotland -- Bribery and 'Adequate Procedures' to Prevent it -- Product Manufacturers -- Financial Services: Regulation Will Be Inadequate Without an Ethical Culture -- Individual Accountability: The Dead End of a Legal Approach -- Success in Delivering Redress -- The Financial Sector in 2017 -- Emerging Collaboration -- Conclusions from the Evidence across Different Sectors -- Harnessing Self-Regulation -- Conclusions -- Part IV: How to Implement Ethical Business Practice and Ethical Business Regulation -- 13. The Cultural and Leadership Framework for Ethical Business Practice in Organisations -- Introduction to EBP -- The Primacy of Culture -- Consciously Managing Organisational Culture -- Establishing the Organisation's Core Ethical Values -- Full and Consistent Commitment to Ethical Values -- An Articulated and Inspirational Social Purpose -- Ethics is Everyone's Responsibility -- Employee Involvement and Engagement in Fostering Ethical Behaviour -- Ethics Ambassadors -- People and Ethos -- Personalities and Employing the Right People -- Collaborative Atmosphere -- Working Together with Stakeholders -- Performance Management Systems and Incentive Schemes that Support EBP -- Conclusions -- 14. The Ethics and Compliance Framework: Values Orientation Focusing Mainly on Compliance is Not the Answer -- Instilling the Ethical Approach: A Shift in Emphasis -- A Values-Orientated Framework -- Codes of Ethical Business Practice -- How Do We Know What the Right Thing to Do is? -- Ethical Dilemmas, Ethical Decision-Making Models and Scenario-Based Training -- Responding Ethically When under Stress: Time Matters -- Resources of Information, Education and Advice -- Promoting an Open Culture and Speaking up -- When All Else Fails, External Whistleblowing -- Monitoring, Measuring and Reporting -- Conclusions -- Appendices -- Appendix 1: EBP in Organisations -- Questions to Assist Leaders in Implementing EBP -- Examples of the Types of Evidence That May Be Provided to Support EBP/EBR -- Appendix 2: Actions to Support EBR -- Actions by Regulatory and Enforcement Bodies -- Actions by Government -- Appendix 3. The US Department of Justice's Evaluation of Corporate Compliance Programs: Sample Topics and Questions -- Notes -- Index -- Copyright Page |
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| dewey-full | 346.06599999999997 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 346 - Private law |
| dewey-raw | 346.06599999999997 |
| dewey-search | 346.06599999999997 |
| dewey-sort | 3346.06599999999997 |
| dewey-tens | 340 - Law |
| discipline | Rechtswissenschaft |
| discipline_str_mv | Rechtswissenschaft |
| format | Electronic eBook |
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| id | DE-604.BV047697964 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T18:58:07Z |
| indexdate | 2024-07-20T04:08:05Z |
| institution | BVB |
| isbn | 9781509916382 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033081929 |
| oclc_num | 1150181209 |
| open_access_boolean | |
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| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (319 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Bloomsbury Publishing Plc |
| record_format | marc |
| series2 | Civil Justice Systems Ser |
| spelling | Hodges, Christopher Verfasser aut Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement London Bloomsbury Publishing Plc 2017 ©2017 1 Online-Ressource (319 Seiten) txt rdacontent c rdamedia cr rdacarrier Civil Justice Systems Ser Description based on publisher supplied metadata and other sources Cover -- Title Page -- Acknowledgements -- Contents -- List of Figures, Tables and Boxes -- List of Case Studies -- List of Abbreviations -- Preface -- Part I: The Ideas -- 1. Why Do People Conform to Rules or Break Them? Piecing Together the Evidence -- How the Brain Produces Behaviour -- The Need to Check -- Bending the Rules -- People Think They Comply, Even if They Don't -- Targets, Stress and Mixed Messages -- Group Culture -- How Do We Apply This Knowledge? -- Conclusions -- 2. Characteristics to Build on -- Ethics are Innate in Humans -- Levels of Development of Human Psychological Consciousness and Organisations -- The Importance of Fairness in Observing Rules -- Conclusions -- 3. The Traditional Way of Enforcing the Law: Deterrence -- Problems with Deterrence -- The Example of Competition Law -- Incredible Deterrence -- Shifts to Enforcement against Individuals -- Shifts from Deterrence -- Reputation and Identification -- What Many UK Enforcers Actually Do -- Science Not Theory -- A Repressive Society or an Open Collaborative Society? -- Stages in the Development of Human Society -- Conclusions -- 4. Fair and Proportionate Measures -- Fairness in Response to Wrongdoing: We Don't Just Go Soft -- Proportionate Responsiveness -- Case Studies -- Conclusions -- 5. The Need for Cooperation -- Cooperation is Essential for Business -- An Adult-Adult Relationship -- Organisational Structures -- Monitoring Systems: Constant Circulation of Information -- A Cooperative Model of Regulation -- Some Examples of Coordination in Regulation -- The Pharmacovigilance System: Multiple Actors -- Civil Aviation: From Compliance-Based to Performance-Based Regulation -- The Primary Authority Scheme -- Health and Safety at Work: Making it Everyone's Concern -- Conclusions -- 6. Trust Within and in Organisations -- Compliance with Rules is Socially Constructed The Importance of Trust -- Evidence for Placing Trust -- Aberrant Personalities: Trust and the Unemotional -- Shifts in Corporate Values -- Conclusions -- 7. How to Learn and Improve Performance: An Open Culture without Blame -- Blaming Prevents People Sharing Information -- The Root Causes of Accidents -- Aviation Safety Research -- Safety Regulation in Civil Aviation -- The Current Approach of the Civil Aviation Authority -- Accountability and Responsibility in a Just Culture -- Boards and Just Culture -- An Elusive Open Culture: The NHS -- The Importance of an Educated Public Response -- Conclusions -- 8. Why Should We Be Ethical? Ethical Business Practice as Sound Commercial Strategy -- The Social Licence to Operate -- Job Satisfaction, Focus and Efficiency -- The Financial Rewards of Ethical Culture -- Ethical Business Practice as a Sound Regulatory Strategy -- Being Unethical Causes Damage -- Conclusions -- Part II: Where We are Now -- 9. The Status of Corporate Governance -- The Conflict between Ethics and Profits -- The Mirage of Maximising Shareholder Value -- Can Corporate Structures Impede Ethical Behaviour? -- Ethical Structures Tend to Be Open and Flat -- Corporate Governance and Culture: International Statements -- Restoring Confidence in the City of London through Corporate Governance and Culture -- Taking a Long-Term View -- Room for Improvement in Ethical Business Practice -- A Shortfall in UK Employee Engagement -- The Global Level -- Conclusions -- 10. The Status of Regulatory Policy -- Reinterpreting Regulation -- UK Government Policy on Better Regulation and Enforcement -- Better Regulation -- Parallel Expansion in Criminal Law -- From Enforcement to Behaviour -- Changed Approaches by Regulators -- Regulatory Pluralism: Multiple Influencers -- Supporting Self-Assurance by Business -- Regulators Supporting Business Growth Regulators and Others in Authority: Hindrance or Help? -- Conclusions -- Part III: What is Ethical Business Regulation? -- 11. Ethical Business Regulation -- Establishing EBR -- Measures of EBP -- The EBR Relationship -- Responding to Adverse Events: Resisting the Impulse to Blame -- Conclusions: Reasons to Adopt EBR -- 12. Developing Examples of Ethical Regulation -- Civil Aviation -- The Primary Authority Scheme -- Food Standards -- Workplace Health and Safety -- Energy -- Equality and Human Rights -- Water in Scotland: Prices and Wider Issues -- Nuisance Calls in Scotland -- Bribery and 'Adequate Procedures' to Prevent it -- Product Manufacturers -- Financial Services: Regulation Will Be Inadequate Without an Ethical Culture -- Individual Accountability: The Dead End of a Legal Approach -- Success in Delivering Redress -- The Financial Sector in 2017 -- Emerging Collaboration -- Conclusions from the Evidence across Different Sectors -- Harnessing Self-Regulation -- Conclusions -- Part IV: How to Implement Ethical Business Practice and Ethical Business Regulation -- 13. The Cultural and Leadership Framework for Ethical Business Practice in Organisations -- Introduction to EBP -- The Primacy of Culture -- Consciously Managing Organisational Culture -- Establishing the Organisation's Core Ethical Values -- Full and Consistent Commitment to Ethical Values -- An Articulated and Inspirational Social Purpose -- Ethics is Everyone's Responsibility -- Employee Involvement and Engagement in Fostering Ethical Behaviour -- Ethics Ambassadors -- People and Ethos -- Personalities and Employing the Right People -- Collaborative Atmosphere -- Working Together with Stakeholders -- Performance Management Systems and Incentive Schemes that Support EBP -- Conclusions -- 14. The Ethics and Compliance Framework: Values Orientation Focusing Mainly on Compliance is Not the Answer -- Instilling the Ethical Approach: A Shift in Emphasis -- A Values-Orientated Framework -- Codes of Ethical Business Practice -- How Do We Know What the Right Thing to Do is? -- Ethical Dilemmas, Ethical Decision-Making Models and Scenario-Based Training -- Responding Ethically When under Stress: Time Matters -- Resources of Information, Education and Advice -- Promoting an Open Culture and Speaking up -- When All Else Fails, External Whistleblowing -- Monitoring, Measuring and Reporting -- Conclusions -- Appendices -- Appendix 1: EBP in Organisations -- Questions to Assist Leaders in Implementing EBP -- Examples of the Types of Evidence That May Be Provided to Support EBP/EBR -- Appendix 2: Actions to Support EBR -- Actions by Regulatory and Enforcement Bodies -- Actions by Government -- Appendix 3. The US Department of Justice's Evaluation of Corporate Compliance Programs: Sample Topics and Questions -- Notes -- Index -- Copyright Page Tort liability of corporations Unternehmenskultur (DE-588)4131484-0 gnd rswk-swf Regulierung (DE-588)4201190-5 gnd rswk-swf Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Unternehmensethik (DE-588)4202404-3 gnd rswk-swf Unternehmensethik (DE-588)4202404-3 s Unternehmenskultur (DE-588)4131484-0 s Regulierung (DE-588)4201190-5 s Organisationsverhalten (DE-588)4285859-8 s DE-604 Steinholtz, Ruth Sonstige oth Erscheint auch als Druck-Ausgabe Hodges, Christopher Ethical Business Practice and Regulation London : Bloomsbury Publishing Plc,c2017 |
| spellingShingle | Hodges, Christopher Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement Cover -- Title Page -- Acknowledgements -- Contents -- List of Figures, Tables and Boxes -- List of Case Studies -- List of Abbreviations -- Preface -- Part I: The Ideas -- 1. Why Do People Conform to Rules or Break Them? Piecing Together the Evidence -- How the Brain Produces Behaviour -- The Need to Check -- Bending the Rules -- People Think They Comply, Even if They Don't -- Targets, Stress and Mixed Messages -- Group Culture -- How Do We Apply This Knowledge? -- Conclusions -- 2. Characteristics to Build on -- Ethics are Innate in Humans -- Levels of Development of Human Psychological Consciousness and Organisations -- The Importance of Fairness in Observing Rules -- Conclusions -- 3. The Traditional Way of Enforcing the Law: Deterrence -- Problems with Deterrence -- The Example of Competition Law -- Incredible Deterrence -- Shifts to Enforcement against Individuals -- Shifts from Deterrence -- Reputation and Identification -- What Many UK Enforcers Actually Do -- Science Not Theory -- A Repressive Society or an Open Collaborative Society? -- Stages in the Development of Human Society -- Conclusions -- 4. Fair and Proportionate Measures -- Fairness in Response to Wrongdoing: We Don't Just Go Soft -- Proportionate Responsiveness -- Case Studies -- Conclusions -- 5. The Need for Cooperation -- Cooperation is Essential for Business -- An Adult-Adult Relationship -- Organisational Structures -- Monitoring Systems: Constant Circulation of Information -- A Cooperative Model of Regulation -- Some Examples of Coordination in Regulation -- The Pharmacovigilance System: Multiple Actors -- Civil Aviation: From Compliance-Based to Performance-Based Regulation -- The Primary Authority Scheme -- Health and Safety at Work: Making it Everyone's Concern -- Conclusions -- 6. Trust Within and in Organisations -- Compliance with Rules is Socially Constructed The Importance of Trust -- Evidence for Placing Trust -- Aberrant Personalities: Trust and the Unemotional -- Shifts in Corporate Values -- Conclusions -- 7. How to Learn and Improve Performance: An Open Culture without Blame -- Blaming Prevents People Sharing Information -- The Root Causes of Accidents -- Aviation Safety Research -- Safety Regulation in Civil Aviation -- The Current Approach of the Civil Aviation Authority -- Accountability and Responsibility in a Just Culture -- Boards and Just Culture -- An Elusive Open Culture: The NHS -- The Importance of an Educated Public Response -- Conclusions -- 8. Why Should We Be Ethical? Ethical Business Practice as Sound Commercial Strategy -- The Social Licence to Operate -- Job Satisfaction, Focus and Efficiency -- The Financial Rewards of Ethical Culture -- Ethical Business Practice as a Sound Regulatory Strategy -- Being Unethical Causes Damage -- Conclusions -- Part II: Where We are Now -- 9. The Status of Corporate Governance -- The Conflict between Ethics and Profits -- The Mirage of Maximising Shareholder Value -- Can Corporate Structures Impede Ethical Behaviour? -- Ethical Structures Tend to Be Open and Flat -- Corporate Governance and Culture: International Statements -- Restoring Confidence in the City of London through Corporate Governance and Culture -- Taking a Long-Term View -- Room for Improvement in Ethical Business Practice -- A Shortfall in UK Employee Engagement -- The Global Level -- Conclusions -- 10. The Status of Regulatory Policy -- Reinterpreting Regulation -- UK Government Policy on Better Regulation and Enforcement -- Better Regulation -- Parallel Expansion in Criminal Law -- From Enforcement to Behaviour -- Changed Approaches by Regulators -- Regulatory Pluralism: Multiple Influencers -- Supporting Self-Assurance by Business -- Regulators Supporting Business Growth Regulators and Others in Authority: Hindrance or Help? -- Conclusions -- Part III: What is Ethical Business Regulation? -- 11. Ethical Business Regulation -- Establishing EBR -- Measures of EBP -- The EBR Relationship -- Responding to Adverse Events: Resisting the Impulse to Blame -- Conclusions: Reasons to Adopt EBR -- 12. Developing Examples of Ethical Regulation -- Civil Aviation -- The Primary Authority Scheme -- Food Standards -- Workplace Health and Safety -- Energy -- Equality and Human Rights -- Water in Scotland: Prices and Wider Issues -- Nuisance Calls in Scotland -- Bribery and 'Adequate Procedures' to Prevent it -- Product Manufacturers -- Financial Services: Regulation Will Be Inadequate Without an Ethical Culture -- Individual Accountability: The Dead End of a Legal Approach -- Success in Delivering Redress -- The Financial Sector in 2017 -- Emerging Collaboration -- Conclusions from the Evidence across Different Sectors -- Harnessing Self-Regulation -- Conclusions -- Part IV: How to Implement Ethical Business Practice and Ethical Business Regulation -- 13. The Cultural and Leadership Framework for Ethical Business Practice in Organisations -- Introduction to EBP -- The Primacy of Culture -- Consciously Managing Organisational Culture -- Establishing the Organisation's Core Ethical Values -- Full and Consistent Commitment to Ethical Values -- An Articulated and Inspirational Social Purpose -- Ethics is Everyone's Responsibility -- Employee Involvement and Engagement in Fostering Ethical Behaviour -- Ethics Ambassadors -- People and Ethos -- Personalities and Employing the Right People -- Collaborative Atmosphere -- Working Together with Stakeholders -- Performance Management Systems and Incentive Schemes that Support EBP -- Conclusions -- 14. The Ethics and Compliance Framework: Values Orientation Focusing Mainly on Compliance is Not the Answer -- Instilling the Ethical Approach: A Shift in Emphasis -- A Values-Orientated Framework -- Codes of Ethical Business Practice -- How Do We Know What the Right Thing to Do is? -- Ethical Dilemmas, Ethical Decision-Making Models and Scenario-Based Training -- Responding Ethically When under Stress: Time Matters -- Resources of Information, Education and Advice -- Promoting an Open Culture and Speaking up -- When All Else Fails, External Whistleblowing -- Monitoring, Measuring and Reporting -- Conclusions -- Appendices -- Appendix 1: EBP in Organisations -- Questions to Assist Leaders in Implementing EBP -- Examples of the Types of Evidence That May Be Provided to Support EBP/EBR -- Appendix 2: Actions to Support EBR -- Actions by Regulatory and Enforcement Bodies -- Actions by Government -- Appendix 3. The US Department of Justice's Evaluation of Corporate Compliance Programs: Sample Topics and Questions -- Notes -- Index -- Copyright Page Tort liability of corporations Unternehmenskultur (DE-588)4131484-0 gnd Regulierung (DE-588)4201190-5 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmensethik (DE-588)4202404-3 gnd |
| subject_GND | (DE-588)4131484-0 (DE-588)4201190-5 (DE-588)4285859-8 (DE-588)4202404-3 |
| title | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_auth | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_exact_search | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_exact_search_txtP | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_full | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_fullStr | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_full_unstemmed | Ethical Business Practice and Regulation A Behavioural and Values-Based Approach to Compliance and Enforcement |
| title_short | Ethical Business Practice and Regulation |
| title_sort | ethical business practice and regulation a behavioural and values based approach to compliance and enforcement |
| title_sub | A Behavioural and Values-Based Approach to Compliance and Enforcement |
| topic | Tort liability of corporations Unternehmenskultur (DE-588)4131484-0 gnd Regulierung (DE-588)4201190-5 gnd Organisationsverhalten (DE-588)4285859-8 gnd Unternehmensethik (DE-588)4202404-3 gnd |
| topic_facet | Tort liability of corporations Unternehmenskultur Regulierung Organisationsverhalten Unternehmensethik |
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