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    Rights statement: This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Environmental Law following peer review. The definitive publisher-authenticated version Amy Lawton, Nudging the Powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation, Journal of Environmental Law, , eqz024, https://doi.org/10.1093/jel/eqz024 is available online at: https://academic.oup.com/jel/article-abstract/32/1/25/5572261

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Nudging the powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation

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Nudging the powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation. / Lawton, Amy.
In: Journal of Environmental Law, Vol. 32, No. 1, 01.03.2020, p. 25-51.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Lawton A. Nudging the powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation. Journal of Environmental Law. 2020 Mar 1;32(1):25-51. Epub 2019 Sept 20. doi: 10.1093/jel/eqz024

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Bibtex

@article{93e4e97a22d54e85bff7a8686611e52d,
title = "Nudging the powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation",
abstract = "This article argues that there is a role for nudging the powerful in the environmental sphere. Like humans, businesses and organisations are not rational. Like humans, this could be exploited using choice architecture (more commonly known as {\textquoteleft}nudging{\textquoteright}). Drawing on an empirical study of the Carbon Reduction Commitment (CRC), this article will explore how social norms can be used to shape organisational behaviour, with a view towards {\textquoteleft}nudging{\textquoteright} them towards more environmentally friendly behaviour. More specifically, social norms can be used to encourage collaboration or competition between regulatees, provided a connection to reputation can be made. ",
author = "Amy Lawton",
note = "This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Environmental Law following peer review. The definitive publisher-authenticated version Amy Lawton, Nudging the Powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation, Journal of Environmental Law, , eqz024, https://doi.org/10.1093/jel/eqz024 is available online at: https://academic.oup.com/jel/article-abstract/32/1/25/5572261",
year = "2020",
month = mar,
day = "1",
doi = "10.1093/jel/eqz024",
language = "English",
volume = "32",
pages = "25--51",
journal = "Journal of Environmental Law",
issn = "0952-8873",
publisher = "Oxford University Press",
number = "1",

}

RIS

TY - JOUR

T1 - Nudging the powerful

T2 - Reflecting on How to Make Organisations Comply with Environmental Regulation

AU - Lawton, Amy

N1 - This is a pre-copy-editing, author-produced PDF of an article accepted for publication in Journal of Environmental Law following peer review. The definitive publisher-authenticated version Amy Lawton, Nudging the Powerful: Reflecting on How to Make Organisations Comply with Environmental Regulation, Journal of Environmental Law, , eqz024, https://doi.org/10.1093/jel/eqz024 is available online at: https://academic.oup.com/jel/article-abstract/32/1/25/5572261

PY - 2020/3/1

Y1 - 2020/3/1

N2 - This article argues that there is a role for nudging the powerful in the environmental sphere. Like humans, businesses and organisations are not rational. Like humans, this could be exploited using choice architecture (more commonly known as ‘nudging’). Drawing on an empirical study of the Carbon Reduction Commitment (CRC), this article will explore how social norms can be used to shape organisational behaviour, with a view towards ‘nudging’ them towards more environmentally friendly behaviour. More specifically, social norms can be used to encourage collaboration or competition between regulatees, provided a connection to reputation can be made.

AB - This article argues that there is a role for nudging the powerful in the environmental sphere. Like humans, businesses and organisations are not rational. Like humans, this could be exploited using choice architecture (more commonly known as ‘nudging’). Drawing on an empirical study of the Carbon Reduction Commitment (CRC), this article will explore how social norms can be used to shape organisational behaviour, with a view towards ‘nudging’ them towards more environmentally friendly behaviour. More specifically, social norms can be used to encourage collaboration or competition between regulatees, provided a connection to reputation can be made.

U2 - 10.1093/jel/eqz024

DO - 10.1093/jel/eqz024

M3 - Journal article

VL - 32

SP - 25

EP - 51

JO - Journal of Environmental Law

JF - Journal of Environmental Law

SN - 0952-8873

IS - 1

ER -