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The purpose of this paper is to show that cartel conduct is a common example of non‐compliance with competition laws and, in order to generate insight and lessons regarding aspects of corporate governance, two areas of cartel behaviour are to be analysed. The first is the extent to which employees of organisations were aware of the seriousness and illegality of their cartel conduct, and the second is the extent to which determining bodies acknowledged the presence or absence of compliance strategies within corporations being prosecuted for cartel conduct.

A measurement matrix devised from the literature was used as a methodological framework through which content analysis was conducted to explore whether cartel offenders were aware of the illegality of their behaviour and whether the presence or absence of compliance strategies was acknowledged by the court. In total, 69 publicly available investigatory outcomes sourced from 11 different jurisdictions were analysed.

The findings suggest a need for competition regulators to educate and raise the awareness of business people to improve understanding of the deleterious effects of cartels and of the provisions of relevant legislation in order to achieve better corporate governance and observance of enacted laws.

In 71 per cent of matters examined, cartel participants were found to be aware of the illegality of their behaviour and, whilst 45 per cent of Australian companies had no compliance programme in place to begin with, some other companies had established compliance programmes which were blatantly ignored by employees.

The purpose of this paper is to highlight the case study of the Ministry for Primary Industries’ (MPI) Border Compliance Social Marketing programme. This programme aims to change the behaviour of international visitors to New Zealand. This is to protect New Zealand’s important horticultural and agricultural industries and environment from harmful pests and diseases. The programme encourages travellers to leave potential biosecurity risk items at home, or at least declare them to border staff or dispose of in special amnesty bins at New Zealand’s airports on arrival. It also influences local communities to advocate to friends and family overseas on MPI’s behalf.

Aimed at visitors with the highest identified risk, the programme uses a range of interventions in the pre-travel, in-journey and upon-arrival stages of travel. It is underpinned by social marketing theory and models, qualitative and ethnographic research and an understanding of the passenger journey.

The programme has delivered a significant reduction in the number of passengers being caught with prohibited items and has influenced behaviours in packing bags before travel and declaring items for inspection on arrival in New Zealand.

The programme contributes to the New Zealand biosecurity system, which protects the country’s key horticultural and agricultural industries. For example, the horticultural industry contributes $5.6bn annually to the New Zealand economy. It also protects native flora and fauna, which is a large attraction to overseas visitors, and contributes to the $12.9bn tourism industry.

Apprenticeship education in England has undergone dramatic change following the “Richard Review” (Richard, 2012), trailblazer apprenticeship standards development and the introduction of the apprenticeship levy. University College of Estate Management’s (UCEM) new Level 3 Surveying Technician Apprenticeship programme was developed using a novel approach of flipped-blended learning, with assessment by e-portfolio and computer-marked assessments. The purpose of this paper is to investigate the challenges faced by UCEM as it moved into Level 3 provision with a new delivery approach and explains the lessons learned.

A wide range of programme stakeholders – including UCEM’s senior leadership team, apprentice-management team, academic delivery team, surveying apprenticeship trailblazer group and learning designers – were interviewed to gather data for the study.

A considerable volume of work was needed to implement the envisioned flipped-blended approach in the first phase of delivery. This was due to time constraints, unforeseen challenges of the new approach and compliance requirements. In addition, difficulties around communicating learning expectations with the apprentices regarding the flipped-blended model added an extra level of pressure in the delivery phase.

UCEM has undergone several internal reorganisations to adapt to the uncertain political and educational landscape surrounding apprenticeship education. UCEM was the first provider of the new standard-based surveying apprenticeship and has the largest number of apprenticeship students on its programmes. The journey UCEM has taken and the problems it has overcome will be valuable to individuals and institutions looking to enter this market segment.

Corporate compliance practices are often “coercively” structured, coined by a legal discourse and derived from individualist normative concepts. Drawing on the “logic of the Decalogue”, the purpose of this paper is to design an “enabling” approach based on a covenantal logic present within the Decalogue.

The approach is interdisciplinary analysis summarizing exegetical, social science and business literature.

Within a covenantal and transcendental perspective, a morally literate community of employees, which have learned to reflect upon their responsibility, form the basis for compliance arrangements. They form a necessary complementary element of functional compliance systems.

The covenantal logic of the Decalogue can orientate the formulation of corporate compliance programs, which intend to follow an “enabling” approach. Normative claims should be rooted in an analysis of responsibilities towards relevant stakeholder groups. The potential of “spiritual capital” should be taken into consideration.

Reflecting one of the oldest ethical documents of human civilisation in the context of the contemporary management discussion on “coercive versus enabling control”, the orientating role of practical wisdom from the Jewish tradition becomes tangible.

This article investigates the implementation of a compliance programme (CP) in terms of how practitioners conceive of and execute the responsibilities arising from this corporate governance mechanism.

This study involves a practice lens approach forms the case study analysis and interpretation, involving both interviews and documentary materials collected from an Italian company with prolonged compliance experience. Schatzki's (2002, 2010) practice organisation framework guides the interpretation of CP as a practice organised by rules, practical and general understandings and teleoaffective structures.

CP practice evolves over time. A practical understanding of daily actions required to accomplish the CP and a general understanding of the responsibilities connected with the CP, such as the attitudes with which the CP is performed, are mutually constitutive and jointly favour this evolution. Dedicated artefacts – such as IT platforms, training seminars and compliance performance indicators – help spread both of these types of understanding. These artefacts also align practitioners' general understanding with the CP's teleoaffective structures imposed, including the CP's assigned objectives and the desired reactions to them.

The findings have theoretical and practical implications by revealing the relevance of practitioners' understanding of corporate governance mechanisms in their implementation processes.

This study reveals the potential benefits of practice lens approaches in corporate governance studies. It responds to the call for qualitative studies that demonstrate corporate governance as implemented in daily activities.

Facilities managers are fast becoming the legal‐compliance experts for their organizations. Highlights the various US Government agencies and regulatory acts affecting organizations. Looks at the Occupational Safety and Health Administration′s (OSHA′s) intended ergonomic standard for industry in all areas of facilities. Much like the facilities manager′s job, the ergonomic mandate will span from the boiler room to the boardroom. It is concerned with adapting job routines to prevent occupational illness, injury and disease. Employers who do not address ergonomic hazards in the workplace will lay themselves open to massive Workers′ Compensation claims. States that now is the time to establish an ergonomically‐sound workplace and outlines the main elements of a facilities manager′s ergonomic‐compliance plan.

Compliance competence is key to the operation and reputation of the financial services sector and is now completely embedded in the way financial services organisations carry on investment business. It is also fundamental to the Financial Services Authority (FSA) in seeking to achieve its regulatory objectives as set out in sections 3‐6 of the Financial Services and Markets Act 2000. A great deal has been written on the topic of compliance and competence and the core objective of this paper is to offer a compliance competence model for financial institutions that recognises and highlights the importance of the regulator and the regulated working together as partners.

A unique compliance competence partnership approach model, arising from case study research, is proposed and consists of three key elements: good compliance practice, good ethical practice and a positive FSA relationship. The three elements are represented as a tripod with three mainstays that are intrinsically linked. The mainstays are supported by cross‐members that consist of underlying and intrinsic issues of compliance competence.

The regulator and regulated need to work together in a proactive partnership. Organisation need to formulate a clear ethical policy involving employees from every aspect.

The partnership approach model, advocated here, would create a real partnership between the FSA and its regulated organisations.

Quality control of banks is discussed in the light of the recession in banking in the early 1980s. The failure of banks has been seen to be due more to poor management and control than to adverse economic conditions. Therefore the quality of institutions must be measured not simply by profitability but also by customer service, key financial ratios and analysis, especially the loan portfolio. It is also imperative that banking laws and government regulations should be fully observed. Finally, in an age of widespread computer and other types of fraud it is essential that job applicants be rigorously screened for trust worthiness.