The Experts below are selected from a list of 84 Experts worldwide ranked by ideXlab platform

Christine Parker - One of the best experts on this subject based on the ideXlab platform.

  • regulating law firm Ethics Management an empirical assessment of an innovation in regulation of the legal profession in new south wales
    Journal of Law and Society, 2010
    Co-Authors: Christine Parker, Tahlia Gordon, Steve Mark
    Abstract:

    The Australian state of New South Wales (NSW) was the first jurisdiction to fully deregulate law firm structure and allow alternative business structures in the legal profession. At the same time it also introduced an innovation in regulation of the legal profession, requiring that incorporated legal practices implement 'appropriate Management systems' for ensuring the provision of legal services in compliance with professional ethical obligations. This paper presents a preliminary empirical evaluation of the impact of this attempt at 'Management-based regulation'. We find that the NSW requirement that firms self-assess their Ethics Management leads to a large and statistically significant drop in complaints. The (self-assessed) level of implementation of Ethics Management infrastructure, however, does not make any difference. The relevance of these findings to debates about deprofessionalization, managerialism, and commercialism in the legal profession is discussed, and the NSW approach is distinguished from the more heavy-handed English legal aid approach to regulating law firm quality Management. © 2010 The Author. Journal of Law and Society © 2010 Cardiff University Law School.

  • regulating law firm Ethics Management an empirical assessment of an innovation in regulation of the legal profession in new south wales
    Journal of Law and Society, 2010
    Co-Authors: Christine Parker, Tahlia Ruth Gordon, Steve A Mark
    Abstract:

    The Australian state of New South Wales (NSW) was the first jurisdiction to fully deregulate law firm structure and allow alternative business structures in the legal profession. At the same time it also introduced an innovation in regulation of the legal profession, requiring that incorporated legal practices implement ‘appropriate Management systems’ for ensuring the provision of legal services in compliance with professional ethical obligations. This paper presents a preliminary empirical evaluation of the impact of this attempt at ‘Management-based regulation’. We find that the NSW requirement that firms self-assess their Ethics Management leads to a large and statistically significant drop in complaints. The (self-assessed) level of implementation of Ethics Management infrastructure, however, does not make any difference. The relevance of these findings to debates about deprofessionalization, managerialism, and commercialism in the legal profession is discussed, and the NSW approach is distinguished from the more heavy-handed English legal aid approach to regulating law firm quality Management.

Bernd Stahl - One of the best experts on this subject based on the ideXlab platform.

Steve Mark - One of the best experts on this subject based on the ideXlab platform.

  • regulating law firm Ethics Management an empirical assessment of an innovation in regulation of the legal profession in new south wales
    Journal of Law and Society, 2010
    Co-Authors: Christine Parker, Tahlia Gordon, Steve Mark
    Abstract:

    The Australian state of New South Wales (NSW) was the first jurisdiction to fully deregulate law firm structure and allow alternative business structures in the legal profession. At the same time it also introduced an innovation in regulation of the legal profession, requiring that incorporated legal practices implement 'appropriate Management systems' for ensuring the provision of legal services in compliance with professional ethical obligations. This paper presents a preliminary empirical evaluation of the impact of this attempt at 'Management-based regulation'. We find that the NSW requirement that firms self-assess their Ethics Management leads to a large and statistically significant drop in complaints. The (self-assessed) level of implementation of Ethics Management infrastructure, however, does not make any difference. The relevance of these findings to debates about deprofessionalization, managerialism, and commercialism in the legal profession is discussed, and the NSW approach is distinguished from the more heavy-handed English legal aid approach to regulating law firm quality Management. © 2010 The Author. Journal of Law and Society © 2010 Cardiff University Law School.

Linda Klebe Trevino - One of the best experts on this subject based on the ideXlab platform.

  • managing to be ethical debunking five business Ethics myths
    IEEE Engineering Management Review, 2004
    Co-Authors: Linda Klebe Trevino, Michael E Brown
    Abstract:

    In the aftermath of recent corporate scandals, managers and researchers have turned their attention to questions of Ethics Management. We identify five common myths about business Ethics and provide responses that are grounded in theory, research, and business examples. Although the scientific study of business Ethics is relatively new, theory and research exist that can guide executives who are trying to better manage their employees' and their own ethical behavior. We recommend that ethical conduct be managed proactively via explicit ethical leadership and conscious Management of the organization's ethical culture.

  • managing to be ethical debunking five business Ethics myths
    Academy of Management Perspectives, 2004
    Co-Authors: Linda Klebe Trevino, Michael E Brown
    Abstract:

    Executive Summary In the aftermath of recent corporate scandals, managers and researchers have turned their attention to questions of Ethics Management. We identify five common myths about business Ethics and provide responses that are grounded in theory, research, and business examples. Although the scientific study of business Ethics is relatively new, theory and research exist that can guide executives who are trying to better manage their employees' and their own ethical behavior. We recommend that ethical conduct be managed proactively via explicit ethical leadership and conscious Management of the organization's ethical culture.

  • the role of human resources in Ethics compliance Management a fairness perspective
    Human Resource Management Review, 2001
    Co-Authors: Gary R Weaver, Linda Klebe Trevino
    Abstract:

    Abstract Many large corporations now have formal programs for managing ethical behavior and legal compliance. But the often minor role of human resources (HR) in companies' Ethics Management efforts is problematic. This is because Ethics Management efforts are likely to raise questions of fairness, and trigger a fairness heuristic among employees that can generate important outcomes for the Ethics program specifically and the organization generally. Relying on research on fairness in organizations and corporate Ethics practices, we explain why the extensive involvement of HR in corporate Ethics programs is important to the perceived fairness, and thus the likely outcomes (e.g., employee commitment), of those programs.

Steve A Mark - One of the best experts on this subject based on the ideXlab platform.

  • regulating law firm Ethics Management an empirical assessment of an innovation in regulation of the legal profession in new south wales
    Journal of Law and Society, 2010
    Co-Authors: Christine Parker, Tahlia Ruth Gordon, Steve A Mark
    Abstract:

    The Australian state of New South Wales (NSW) was the first jurisdiction to fully deregulate law firm structure and allow alternative business structures in the legal profession. At the same time it also introduced an innovation in regulation of the legal profession, requiring that incorporated legal practices implement ‘appropriate Management systems’ for ensuring the provision of legal services in compliance with professional ethical obligations. This paper presents a preliminary empirical evaluation of the impact of this attempt at ‘Management-based regulation’. We find that the NSW requirement that firms self-assess their Ethics Management leads to a large and statistically significant drop in complaints. The (self-assessed) level of implementation of Ethics Management infrastructure, however, does not make any difference. The relevance of these findings to debates about deprofessionalization, managerialism, and commercialism in the legal profession is discussed, and the NSW approach is distinguished from the more heavy-handed English legal aid approach to regulating law firm quality Management.