Codes of Conduct: Self Regulation in a Global Economy

By R. Jenkins. 2001

228 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8a8e0454b4c8a4a9ebb0545e0bb269ae03958fef

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Citations in the corpus

Does Corporate Social Responsibility Affect the Performance of Firms (2012, unknown): “Jensen and Meckling (1976) supported this result by explaining that a firm tends to increase its social information in order to reduce rising monitoring costs from high leverage.”
Private Global Business Regulation (2008, background): “Extensive and detailed overviews of the growth and diversity of voluntary codes find that they very widely in their scope, monitoring and enforcement, and governance ( Jenkins 2001, Utting 2001, Kolk & van Tulder 2005).”
Complements or Substitutes? Private Codes, State Regulation and the Enforcement of Labour Standards in Global Supply Chains (2013, background): “…(e.g. interviews — with or without workers, on-site or away from the factory — documents, observations), the level of skill or experience or independence of the monitors, and how the information collected through factory audits is being reported and disseminated (Jenkins 2001; O’Rourke 2002).”
Ethical Supply Chains in the Cocoa, Coffee and Tea Industries (2003, background): “Ferguson 1998; Jenkins 2001; Pearson and Seyfang 2000).”
In the name of corporate social responsibility (2004, background): “Consortium a group set up to constantly investigate and report labor-code violations perpetrated by controversial factories (109, 137 ).”
Beyond corporate social responsibility: minnows, mammoths and markets (2005, background): “In some cases, it has been found that codes have even led to a worsening of the situation for those whom it was intended to benefit [21].”
Mandatory corporate social responsibility assurance practices (2015, background): “However, without some form of assurance, CSR reports may provide stakeholders with limited value and represent what may simply be the unverified assertions of company management ( Jenkins, 2001; Utting, 2005).”