The Open Corporation, originally published in 2002, set out a blueprint for effective corporate self-regulation, offering practical strategies for managers, stakeholders and regulators to build successful self-regulation management systems. Christine Parker examined the conditions under which corporate self-regulation of social and legal responsibilities were likely to be effective, covering a wide range of areas - from consumer protection to sexual harassment to environmental compliance. Focusing on the features that make self-regulation or compliance management systems effective, Parker argued that law and regulators needed to focus much more on 'meta-regulating' corporate self-regulation if democratic control over corporate action was to be established.
• Equips corporate compliance practitioners and regulators with skills for managing internal corporate compliance and self-regulation programs • Practical proposals for reforming law and regulatory strategy to improve democratic control of corporate action • Innovative connection between corporate social responsibility and deliberative democratic theory
List of tables and figures; Preface; Acknowledgements; 1. Introduction: corporate self-regulation in the new regulatory state; 2. The potential for self-regulation; 3. Motivating top management commitment to self-regulation; 4. Cultivating self-regulation leadership; 5. Self-regulating methodology and social harmony; 6. The pathologies of self-regulation; 7. Model corporate citizens: the role of self-regulation professionals; 8. The three strategies of 'permeability' in the open corporation; 9. Meta-regulation: the regulation of self-regulation; 10. Conclusion; Appendix; Notes; References; Index.