What should be the role of criminal law in controlling corporate behavior? Researchers measure the current use of criminal sanctions in controlling corporate behavior and offer suggestions about how doing so might be improved.
A broad range of board-level interventions—including having an empowered, independent Chief Ethics and Compliance Officer—could improve compliance and ethics oversight within the C-suite and better support transparency toward shareholders and employees.
On May 16, 2012, RAND hosted a symposium that brought together senior thought leaders for a discussion about organizational culture and the business and policy ramifications of efforts to build better ethical cultures in corporations.
This document synthesizes the discussion from a roundtable symposium RAND convened in January 2012 to explore the practical difficulties facing companies in complying with anti-corruption mandates and the challenges of corruption in foreign markets.
The debate over the new U.S. Securities and Exchange Commission whistleblower rules overshadows a deeper question for corporations and regulators—how best to reconcile strong compliance and internal reporting mechanisms with the incentives created by the Wall Street Reform and Consumer Protection Act to report fraud directly to the SEC.
The kerfuffle over Dodd-Frank conceals broad agreement that corporate fraud and misconduct are bad and that internal compliance mechanisms are intended to protect companies as well the community at large from bad behavior, write Michael Greenberg and Donna Boehme.