David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Business Ethics Quarterly 11 (2):307-330 (2001)
Traditional approaches to regulating corporate behavior have not, and cannot, produce socially responsible corporations.Although many of the problems with these approaches were identified twenty-five years ago by Christopher Stone, an effective regulatory system still has not been implemented. A model of regulation is needed that is flexible enough to accommodate the variety of contexts in which corporations operate, but also makes corporations responsive to the ever-changing societal expectations of propercorporate behavior. To accomplish these goals, a reflexive law regulatory system is needed. Under this approach, corporationsshould be encouraged to engage in corporate social accounting, auditing, and reporting (SAAR). The development of SAAR standardsinformed by reflexive law theory will create a regulatory system that is consistent with the latest thinking in business ethics, includingStakeholder Theory and Integrative Social Contracts Theory
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Citations of this work BETA
Dirk Ulrich Gilbert & Andreas Rasche (2008). Opportunities and Problems of Standardized Ethics Initiatives – a Stakeholder Theory Perspective. Journal of Business Ethics 82 (3):755 - 773.
Miguel Rivera-Santos & Carlos Rufín (2010). Odd Couples: Understanding the Governance of Firm—NGO Alliances. [REVIEW] Journal of Business Ethics 94 (1):55 - 70.
Andreas Rasche, Dorothea Baur, Mariëtte van Huijstee, Stephen Ladek, Jayanthi Naidu, Cecilia Perla, Esther Schouten, Michael Valente & Mingrui Zhang (2008). Corporations as Political Actors – a Report on the First Swiss Master Class in Corporate Social Responsibility. Journal of Business Ethics 80 (2):151 - 173.
Daniel Tschopp & Ronald J. Huefner (2015). Comparing the Evolution of CSR Reporting to That of Financial Reporting. Journal of Business Ethics 127 (3):565-577.
Tara J. Radin (2004). The Effectiveness of Global Codes of Conduct: Role Models That Make Sense. Business and Society Review 109 (4):415-447.
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