Amending the Delaware Corporate Code By Going to Court: Some Thoughts on Sciabacucchi v. Salzberg

2020 ◽  
Author(s):  
Zachary James Gubler
Keyword(s):  
Corporate Code

A Global Perspective of Ethics in Business

1997 ◽  
Vol 7 (3) ◽  
pp. 55-70 ◽  
Author(s):  
Keizo Yamaji
Keyword(s):  
Business Ethics ◽  
Global Perspective ◽  
Global Development ◽  
Corporate Code ◽  
The Times ◽  
Great Prosperity

Abstract:Business ethics should not just be a corporate code, but be implemented in the line of business as a corporate philosophy. As an example of the above, I would like to present corporate activities of Canon, Inc. based on the “Kyosei” Initiative which I directed, especially its global development. I would like to show that these activities are ahead of the times and result in great prosperity of a corporation, and to tell my dream to increase corporations which take the same types of actions based on the “Kyosei” Initiative.

Metaphors and the Application of a Corporate Code of Ethics

2009 ◽  
Vol 92 (3) ◽  
pp. 385-400 ◽  
Author(s):  
Simone J. van Zolingen ◽  
Hakan Honders
Keyword(s):  
Code Of Ethics ◽  
Corporate Code ◽  
Corporate Code Of Ethics

The Influence of Collegiate and Corporate Codes of Conduct on Ethics-Related Behavior in the Workplace

1996 ◽  
Vol 6 (4) ◽  
pp. 461-476 ◽  
Author(s):  
Donald L. McCabe ◽  
Linda Klebe Trevino ◽  
Kenneth D. Butterfield
Keyword(s):  
Unethical Behavior ◽  
Codes Of Conduct ◽  
Code Of Conduct ◽  
Empirical Support ◽  
Corporate Ethics ◽  
Honor Code ◽  
Long Term Effects ◽  
Corporate Code ◽  
Corporate Codes Of Conduct

AbstractCodes of conduct are viewed here as a community's attempt to communicate its expectations and standards of ethical behavior. Many organizations are implementing codes, but empirical support for the relationship between such codes and employee conduct is lacking. We investigated the long term effects of a collegiate honor code experience as well as the effects of corporate ethics codes on unethical behavior in the workplace by surveying alumni from an honor code and a non-honor code college who now work in business. We found that self-reported unethical behavior was lower for respondents who work in an organization with a corporate code of conduct and was inversely associated with corporate code implementation strength and embeddedness. Self-reported unethical behavior was also influenced by the interaction of a collegiate honor code experience and corporate code implementation strength.

scholarly journals Corporate Codes of Ethics - The How Factor

2021 ◽  
Vol 10 (1) ◽  
pp. 156-176
Author(s):  
Ana Roque ◽  
José Figueiredo
Keyword(s):  
Code Of Ethics ◽  
Codes Of Ethics ◽  
Corporate Code ◽  
General Acceptance ◽  
Business Units ◽  
Adoption And Implementation ◽  
Key Factor ◽  
Success Indicators ◽  
Corporate Code Of Ethics

Although recognized as a key factor for its effectiveness, the adopted process for the development of a global corporate code of ethics, is one of the least documented aspects by Academia. The code is often created at central level and then sent for adoption and implementation to the different branches within the organisation, and the fact that they are not involved in the development process, frequently elicits resistance and compromises effectiveness. This was initially the case with the company of this study, where it was found that business units from different geographical locations had gradually made adaptations to the original code of the Group, which no longer remained the same across countries, neither in text nor in form, which led to the code review. Developed through an action-research methodology, this case study describes the review process which included 30 people from all the Group companies. All defined goals have been achieved. The different companies’ representatives consider that the participatory methodology was a key-factor to the general acceptance of the produced document. Three years after the code release, its efficacy was also evaluated with the Ethics Ombudsman who presented possible success indicators.

Introduction

2021 ◽  
pp. 1-6
Author(s):  
Sarosh Kuruvilla
Keyword(s):  
Supply Chains ◽  
Code Of Conduct ◽  
Labor Standards ◽  
Global Supply Chains ◽  
Corporate Code ◽  
Private Regulation ◽  
Voluntary Regulation ◽  
Labor Practices ◽  
Global Corporations ◽  
Improve Compliance

This introductory chapter provides a background of private regulation of labor standards in global supply chains. Over the past three decades, there has been a plethora of private, voluntary regulatory initiatives with regard to social (labor) and environmental issues. This proliferation has come about in part because of pressure from antiglobalizers calling for global governance, and consumer and activist movements calling for global corporations to be more socially and environmentally responsible. There are many different methods of private voluntary regulation for labor standards, but the most common is the private regulation model. It has three elements: setting of standards regarding labor practices in global supply chains through a corporate code of conduct generally based on the conventions of the International Labour Organization; “auditing” or “social auditing” that involves monitoring whether supplier factories comply with the code of conduct; and incentives for suppliers to improve compliance by linking future sourcing decisions to their compliance records (penalizing or dropping noncompliant suppliers and rewarding more compliant ones). The book looks at the current state and future trajectory of this form of private regulation.

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