ABSTRACT
In Chapter 1 we noted how globalization, and reactions to it, have confronted corporations with new kinds of socio-political challenges and risks. In Chapter 2 we examined the development of multi-sectoral, global governance regimes to address the sustainability performance of corporations, even in the absence of a global government. In Chapter 3 we examined how some regulatory regimes have become institutionalized and how, in the process, the corporate sustainability agenda has become less anti-corporate and more collaborative. We also reviewed reasons why firm–stakeholder relationships make a promising focus for efforts to develop assessment systems that actually help managers manage, as opposed to systems that sit back and judge them (i.e., hold them accountable).
