Vibeke Lehmann Nielsen

Bio: Vibeke Lehmann Nielsen is an academic researcher from Aarhus University. The author has contributed to research in topics: Consumer protection & Enforcement. The author has an hindex of 16, co-authored 47 publications receiving 1033 citations.

Testing responsive regulation in regulatory enforcement

Abstract: 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.

Are street-level bureaucrats compelled or enticed to cope?

Abstract: Traditional studies of street-level bureaucrats see the bureaucrat’s behaviour as a kind of self-defence – a way to minimize negative aspects of the job and thereby job frustration. I argue – and empirically show – that it is equally relevant to consider at least part of street-level bureaucrat behaviour as positively motivated – as a way of maximizing job satisfaction. Behavioural mechanisms such as coping are not just a way to avoid frustration, but also a way to gain satisfaction. This becomes clear when we attempt to explain differential treatment among regulated companies.

Explaining Compliance: Business Responses to Regulation

Abstract: Contents: 1. Introduction Christine Parker and Vibeke Nielsen PART I: MOTIVES 2. Fear, Duty and Regulatory Compliance: Lessons from Three Research Projects Robert A. Kagan, Neil Gunningham and Dorothy Thornton 3. Motivating Compliance: Economic and Material Motives for Compliance Sally S. Simpson and Melissa Rorie 4. The Psychology of Self-Regulation: Normative Motivations for Compliance Tom Tyler PART II: ORGANIZATIONAL CAPACITIES AND CHARACTERISTICS 5. To Comply or Not to Comply - That Isn't the Question: How Organizations Construct the Meaning of Compliance Lauren B. Edelman and Shauhin A. Talesh 6. The Other Side of the Compliance Relationship Garry C Gray and Susan S Silbey 7. Beyond Compliance: Explaining Business Participation in Voluntary Environmental Programs Jonathon Borck and Cary Coglianese 8. Internal Corporate Compliance Management Systems Christine Parker and Sharon Gilad PART III: REGULATION AND ENFORCEMENT OF COMPLIANCE 9. Strategizing Compliance and Enforcement: Responsive Regulation and Beyond Neil Gunningham 10. Regulatory Enforcement Styles and Compliance Peter May and Soren Winter 11. Voluntary Programs, Regulatory Compliance and the Regulation Dilemma Matthew Potoski and Aseem Prakash 12. Individuals as Enforcers: The Design of Employee Reporting Systems Yuval Feldman and Orly Lobel PART IV: SOCIAL AND ECONOMIC ENVIRONMENTS FOR REGULATION AND COMPLIANCE 13. Facing the Compliance Challenge: Hercules, Houdini or the Charge of the Light Brigade? Fiona Haines 14. Negotiating Social, Economic and Political Environments: Compliance with Regulation Within and Beyond the State Bridget Hutter 15. Naming and Shaming in Regulatory Enforcement Judith van Erp 16. The Impact of Private, Industry and Transnational Civil Society Regulation and their Interaction with Official Regulation Benjamin Cashore, Graeme Auld and Stefan Renckens Index

Mixed Motives: Economic, Social, and Normative Motivations in Business Compliance

Abstract: This article develops theoretical understanding of the motives of business firms and their managers for compliance. First, we develop a typology to conceptualize and measure business motives relevant to compliance behavior. We distinguish between three categories of motives: economic, social, and normative. We hypothesize, however, that business firms and their managers do not divide into types motivated exclusively by singular priorities. We expect each firm to hold a constellation of plural motives. Moreover, we expect that economic and social motives are more alike between regulatees within the same regulatory regime than normative motives. Second, we conduct a preliminary test of the plausibility of our typology of motives and our theory of constellations of plural motives using data from a survey of the thousand biggest companies in Australia. Finally, we conclude that the path from fundamental interests or motives to behavior is filled with constraints and contingent factors at the individual, organizational, and structural levels. © 2012 The Authors. Law & Policy © 2012 The University of Denver/Colorado Seminary.

The Challenge of Empirical Research on Business Compliance in Regulatory Capitalism

Abstract: Regulatory capitalism—a social, political, and economic order characterized by a proliferation of both markets and state and nonstate attempts to regulate markets and business conduct—creates the opportunity for theoretically and politically significant research on compliance. The plural and decentered nature of regulation, and therefore of compliance, in regulatory capitalism creates significant complexity and difficulty for social scientists in the conceptual definition and operationalization of regulatory compliance, however. We survey the different ways in which empirical researchers have studied business compliance with regulation, and their strengths and weaknesses. In doing so, we review and interrogate the literature on regulatory compliance to understand what it is that researchers study when we study business compliance with regulation, and what we might have been missing or assuming.

기독교 사역과 Leadership

Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

The Human Side of Enterprise.

Abstract: \"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 iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.