Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

NUDGE: IMPROVING DECISIONS ABOUT HEALTH, WEALTH, AND HAPPINESS by Richard H. Thaler and Cass R. Sunstein Penguin Books, 2009, 312 pp, ISBN 978-0-14-311526-7This book is best described formally as a general explanation of and advocacy for libertarian paternalism, a term coined by the authors in earlier publications. Informally, it is about how leaders, systems, organizations, and governments can nudge people to do the things the nudgers want and need done for the betterment of the nudgees, or of society. It is paternalism in the sense that "it is legitimate for choice architects to try to influence people's behavior in order to make their lives longer, healthier, and better", (p. 5) It is libertarian in that "people should be free to do what they like - and to opt out of undesirable arrangements if they want to do so", (p. 5) The built-in possibility of opting out or making a different choice preserves freedom of choice even though people's behavior has been influenced by the nature of the presentation of the information or by the structure of the decisionmaking system. I had never heard of libertarian paternalism before reading this book, and I now find it fascinating.Written for a general audience, this book contains mostly social and behavioral science theory and models, but there is considerable discussion of structure and process that has roots in mathematical and quantitative modeling. One of the main applications of this social system is economic choice in investing, selecting and purchasing products and services, systems of taxes, banking (mortgages, borrowing, savings), and retirement systems. Other quantitative social choice systems discussed include environmental effects, health care plans, gambling, and organ donations. Softer issues that are also subject to a nudge-based approach are marriage, education, eating, drinking, smoking, influence, spread of information, and politics. There is something in this book for everyone.The basis for this libertarian paternalism concept is in the social theory called "science of choice", the study of the design and implementation of influence systems on various kinds of people. The terms Econs and Humans, are used to refer to people with either considerable or little rational decision-making talent, respectively. The various libertarian paternalism concepts and systems presented are tested and compared in light of these two types of people. Two foundational issues that this book has in common with another book, Network of Echoes: Imitation, Innovation and Invisible Leaders, that was also reviewed for this issue of the Journal are that 1 ) there are two modes of thinking (or components of the brain) - an automatic (intuitive) process and a reflective (rational) process and 2) the need for conformity and the desire for imitation are powerful forces in human behavior. …

Nudge: Improving Decisions about Health, Wealth, and Happiness

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

Between Facts and Norms: Contributions to a Discourse Theory of Law and Democracy

Scholars in management and economics widely share the assumption that business firms focus on profits only, while it is the task of the state system to provide public goods. In this view business firms are conceived of as economic actors, and governments and their state agencies are considered the only political actors. We suggest that, under the conditions of globalization, the strict division of labour between private business and nation-state governance does not hold any more. Many business firms have started to assume social and political responsibilities that go beyond legal requirements and fill the regulatory vacuum in global governance. Our review of the literature shows that there are a growing number of publications from various disciplines that propose a politicized concept of corporate social responsibility. We consider the implications of this new perspective for theorizing about the business firm, governance, and democracy.

https://www.springer.com/cda/content/document/cda_downloaddocument/9783834931795-c1.pdf?SGWID=0-0-45-1347110-p174325274

The New Political Role of Business in a Globalized World: A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy

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.

The Open Corporation: Effective Self-regulation and Democracy

Deterrence will often fail because it falls into the 'deterrence trap' - penalties are either not large enough or so large they exceed the capacity to pay. Responsive regulation, by contrast, builds commitment to compliance through moral suasion backed up by tough enforcement action. Empirical evidence on the impact of the Australian Competition and Consumer Commission's cartel enforcement activity shows that in overcoming the deterrence trap, responsive regulators can fall into 'compliance trap.' The 'compliance trap' occurs where there is a lack of political and cultural support for the moral seriousness of the law it must enforce, such as is the case with much of the law relating to business regulation. The regulator can choose to nevertheless take enforcement action in a way that garners compliance by communicating the moral seriousness of breaches of the law. If they do so, however, their enforcement action will ultimately lack legitimacy in the eyes of business regulatees. Most regulators most of the time will end up taking the easy option of enforcing the law 'softly' or formalistically, and therefore ineffectively.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID930233_code353054.pdf?abstractid=927559&mirid=1&type=2

The Compliance Trap: The Moral Message in Responsive Regulatory Enforcement

Simple deterrence will often fail to produce compliance commitment because it does not directly address business perceptions of the morality of regulated behavior. Responsive regulation, by contrast, seeks to build moral commitment to compliance with the law. This article shows that a regulator can overcome the deterrence trap to improve compliance commitment with the skillful use of responsive regulatory techniques that "leverage" the deterrence impact of its enforcement strategies with moral judgments. But this leads it into the "compliance trap." The compliance trap occurs where there is a lack of political support for the moral seriousness of the law it must enforce, such as is the case with cartel enforcement in Australia. In these circumstances, business offenders are likely to interpret the moral leveraging of responsive regulation as unfair or stigmatizing, and business perceptions of regulator unfairness are likely to have a negative influence on long-term compliance with the law. Moreover, big businesses that perceive regulatory enforcement as illegitimate are also likely to actively lobby for the political emasculation of the regulator. In these circumstances, most regulators are likely to avoid conflict by taking the easy option of enforcing the law "softly," and therefore ineffectively. Introduction The scholarly literature on enforcement suggests that enforcement often fails to improve compliance because it insufficiently deters. The "deterrence trap" means that penalties for noncompliance will either not be big enough to deter rational misconduct, or they will be so large that they exceed the capacity of firms to pay, thereby damaging innocent employees and creditors (Coffee 1981; see also J. Braithwaite 2002:108). Moreover, there is a low probability of detection and successful enforcement action for most business offenses, making the perception of deterrence even less potent. Scholarly evidence and regulatory best practice suggest that regulators should generally use mixes of regulatory styles or strategies to improve compliance, rather than relying on deterrence alone (e.g., Gunningham & Grabosky 1998; Gunningham & Johnstone 1999; May 2005; Winter & May 2001; Simpson 2002; Sparrow 2000). The leading theory for explaining and prescribing that mix is responsive regulation (Ayres & Braithwaite 1992; J. Braithwaite 2002). It proposes that enforcement strategies tend to be, and should be, arranged in a regulatory pyramid, with more cooperative strategies deployed at the base of the pyramid and progressively more punitive approaches utilized if and when more cooperative strategies fail. The objective is that firms and individuals will comply, even without enforcement action, through internalization and institutionalization of compliance norms, informal pressure, and the indirect threat of the "benign big gun" at the top of the pyramid. This article argues, however, that these strategies too will lead regulators into a trap-the "compliance trap"-that can only be resolved with political support. Simple deterrence will often fail to produce compliance commitment because it does not directly address business perceptions of the morality of regulated behavior-it merely puts a price on noncompliance, and the ability of that price to deter misconduct will depend on the operation of the deterrence trap. Responsive regulation, by contrast, seeks to build moral commitment to compliance with the law. This article shows that a regulator can overcome the deterrence trap with the skillful use of responsive regulatory techniques that "leverage" the deterrence impact of its enforcement (and settlement) strategies with moral judgments and public interest considerations (such as failing to settle early if public interest conditions are not met, or using publicity to underline the social unacceptability of the conduct). But this leads it into the compliance trap. As this article shows, business offenders and onlookers are likely to interpret morally leveraged deterrence as unfair or stigmatizing, and business perceptions of regulator unfairness are likely to have a negative influence on long-term compliance with the law and cooperation with the regulator (V. …

The “Compliance” Trap: The Moral Message in Responsive Regulatory Enforcement

The chapter argues that legal accountability for corporate social responsibility (CSR) must be aimed at making business enterprises put themselves through a CSR process aimed at CSR outcomes. It sets out what meta-regulating law must do and be in order to hold companies accountable for their responsibility. The chapter briefly explains how this notion of meta-regulating law relates to the plurality of legal, non-legal and quasi-legal 'governance' mechanisms at work in a globalising, post-regulatory' world. It also sets out the critique that law which attempts to meta-regulate corporate responsibility will focus on internal governance processes in a way that allows business to avoid the conflict between self-interest and social values, and therefore to avoid accountability. Meta-regulatory law is a response to the recognition that law itself is regulated by non-legal regulation, and should therefore seek to adapt itself to plural forms of regulation.

/pdf/meta-regulation-legal-accountability-for-corporate-social-2xbswcieib.pdf

Meta-regulation: legal accountability for corporate social responsibility

The policy ideals of responsive regulation have been developed on the basis of substantial empirical evidence. The overall formulation of responsive regulation theory itself, however, has rarely been empirically tested. This article sets out the theoretical concept of responsive regulation in the context of business regulation enforcement and discusses how we might operationalize and empirically measure it. We develop two alternative theoretical interpretations of responsive regulatory enforcement: “tit for tat” responsive regulation and “restorative justice” responsive regulation. We then measure business firms' perceptions of the reactions and counter-reactions of a regulatory enforcement agency throughout the investigation and enforcement process. We find little evidence of tit for tat responsiveness actually occurring in practice. To the extent that tit for tat responsiveness does exist, we find a small amount of evidence that it has the hypothesized effects on behavior but not on attitudes. We find clearer evidence of restorative justice responsiveness having the hypothesized effects on attitudes but not on behavior.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1748-5991.2009.01064.x

Christine Parker

Papers

The Open Corporation: Effective Self-regulation and Democracy

The Compliance Trap: The Moral Message in Responsive Regulatory Enforcement

The “Compliance” Trap: The Moral Message in Responsive Regulatory Enforcement

Meta-regulation: legal accountability for corporate social responsibility

Testing responsive regulation in regulatory enforcement