Christopher Hodges is Professor of Justice Systems, and Fellow of Wolfson College, University of Oxford and an Honorary Professor at China University of Political Science and Law, Beijing.

• Introduction Part A: Psychology1. The Findings of Social Psychology Part B: Deterrence2. Deterrence Theory 3. Private Enforcement in USA 4. Enforcement of Competition Law 5. Criticisms of Deterrence 6. Empirical Evidence 7. Conclusions Part C: Regulation8. Public Regulation 9. The Structure of Regulation and Self-Regulation in the UK 10. Developments in Criminal Enforcement in the United Kingdom 11. Responsive, Meta and Compliance Theories 12. OECD Policy on Regulation and Enforcement 13. The Enforcement Policies of Individual Agencies 14. Consumer Trading and Protection 15. Competition 16. Conclusions on Current Enforcement Policy Part D: Regulation and Compliance by Business17. Standards, Accreditation, Self-Regulation and Co-Regulation 18. Compliance within Business Organisations Part E: Regulatory Architectures19. Regulating Safety 20. Financial Services Part F: Conclusions21. Business Values: Culture, Commitment, Trust and Ethics 22. Conclusions: Ethical Regulation ction B. Compliance Systems C. The Deterrence Tradition/Models 1. Deterrence in criminal law 2. Deterrence in economic theory 3. The example of private enforcement in USA 4. The example of competition enforcement by the European CommissionD. Responsive Regulation Models1. The empirical research and its theories 2. Some examples: Braithwaite, Hawkins, Haines, Hutter 3. Developments in enforcement of criminal law4. The example of the reform of UK regulatory policy from 2007E. Behavioural psychology 1. The findings of the psychology research2. Examples of where elements can be seen in regulatory systemsi. pharmaceutical safety regulationii. airline safetyiii. HSEiv. financial services3. integrating public and corporate compliance and sanctioning systemsF. Conclusions1. Discussion of the various theories, and how they can be combined2. A holistic model: i. A quality systemii. Internal and externaliii. Self-regulationiv. Stakeholders and transparencyv. External checking, auditvi. whistleblowingvii. Add CDR to regulationviii. Toolbox of powers (Denmark)ix. safeguards3. An example of how a holistic system of corporate behaviour would work

"a treasure trove of socio-legal facts from many a relevant country, .. a unique traversal and systematisation of the subject matter … numerous suggestions empowering practitioners based on real-life experience to enhance their endeavours with full effect and real impact in their respective companies. In a company acting according to the maxims laid out in this book, [VW's] Dieselgate would not have been possible."