ABSTRACT
This chapter considers examples of particular instances where evolutions in governance discourse and expectations of business conduct have led to shifts in attitudes, behaviours and decision-making processes. In Canada, amendments to the shareholder rights provisions of federal corporate law introduced in 2001 made significant changes to the law governing shareholder proposals and communication relating to Canadian companies. In his work on building a sustainable reputation of corporate integrity, business strategist Peter Firestein believes it is essential ‘for leaders to develop a finely tuned moral ear’ and to maintain a sense of proper conduct regardless of business circumstance. The authenticity of the tone at the top and stated commitments to ethical business practice will influence the extent to which employees are encouraged and supported in their efforts to take into account the ethical dimensions and consequences in their own and with respect to others’ decisions and actions.
