Standards and Audits for Ethics Management Systems

1. Front Matter

   Pages I-VIII

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2. Standards

   1. Front Matter

      Pages 1-1

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   2. ValuesManagementSystemZfW: A New Standard for Values Driven Management

      • Josef Wieland

      Pages 3-24

   3. AA1000 Series: The Challenge of Accountability Management

      • Michael Peirce

      Pages 25-40

   4. The Ethical Management System of FORETICA

      • Pedro Francés, Germán Granda, Alberto Urtiaga

      Pages 41-59

   5. The Q-RES Project: The Quality of Social and Ethical Responsibility of Corporations

      • Simone de Colle, Lorenzo Sacconi, Emma Baldin

      Pages 60-115

3. Studies about Standards and Audits

   1. Front Matter

      Pages 117-117

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   2. Values Management Systems and their Auditing: Concept, Instruments and Empirical Experiences

      • Josef Wieland, Stephan Grüninger

      Pages 119-147

   3. Issues in the Development of an Anti-Corruption Management System Standard

      • Thomas F. McInerney

      Pages 148-162

   4. Political Party Funding and Business Corruption

      • Antonio Argandoña

      Pages 163-190

   5. Developing a Corporate Values Statement — A Case Study

      • Domènec Melé

      Pages 191-202

   6. Measuring Moral Capital

      • Alejo Jose G. Sison

      Pages 203-215

   7. Ethics Management Systems, Responsibility and Information Technology

      • Bernd Carsten Stahl

      Pages 216-232

   8. Framework for Ethically Aware Businesses: The Integrity Management Model

      • Bernhard Waxenberger

      Pages 233-251

4. Back Matter

   Pages 253-255

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The articles collected in this volume deal with the contents and processes of good corporate practice. Their common question is how moral values and ethical demands can become an integral part of economic and corporate deci­ sions- in a way that is credible and comprehensible for the society. Generally accepted best practice or minimum requirements for codes of conduct matter in this context. They codify values like integrity, fairness, openness, honesty, truthfulness, solidarity and justice, which have to be im­ plemented in a company's day-to-day business. In one sentence: There is a need to develop criteria for seriosity and credibility, for evaluating and con­ trolling standards of conduct and the managerial systems created for this purpose. In the international arena terms like Ethics management system, Ethics program, Values program, Ethics audit and Social audit are in use to denote these management systems. In this context it seems to me that the European perspective results from the values driven integration of corporate govern­ ance (e.g. risk management, compliance), quality management (e.g. human capital, supply chain) and corporate citizenship (human rights, ecology, so­ cial responsibility, communitiy) into a comprehensive and consistent man­ agement decision system. The core value and common denominator of these areas is sustainability. This, for instance, as opposed to narrow compliance programs that are largely law driven, to use a distinction which Lynn S. Paine introduced.

• Ethics Management
• Ethics Programs
• Ethics Standards
• Information Technology (IT)
• business
• business ethics
• corporate governance
• development
• ethics
• issue
• management

• Fachhochschule Konstanz, Fachbereich Wirtschafts- und Sozialwissenschaften, Konstanz, Germany

  Josef Wieland

Policies and ethics