More and more organisations formulate a code of conduct in order to stimulate responsible behaviour among their members. Much time and energy is usually spent fixing the content of the code but many organisations get stuck in the challenge of implementing and maintaining the code. The code then turns into nothing else than the notorious "paper in the drawer", without achieving its aims. The challenge of implementation is to utilize the dynamics which have emerged from the formulation of the code. (...) This will support a continuous process of reflection on the central values and standards contained in the code. This paper presents an assessment method, based on the EFQM model, which intends to support this implementation process. (shrink)

International codes of corporate behavior have been proposed, discussed, negotiated, and promulgated by governments, transnational corporations, and inter-corporate associations over the past few decades. It is not clear that they have been resoundingly as successful in changing corporate behavior – particularly as to corruption and environmental protection – as have national government requirements imposed on foreign enterprises and their own officials. This article arrays the many attempts to structure cooperative action to re-order corporate behavior on several dimensions – restrictive business (...) practices, labor conditions, human rights, environmental production, and corruption. It then assesses the extent to which behavior has been changed and what techniques are more effective in making corporate behavior more ethical. (shrink)