1999
DOI: 10.1034/j.1398-9995.1999.00274.x
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“…170 broad rhetorical appeal 171 and familiarity 172 would ease its integration into management mindsets. 173 Furthermore, by transforming TNCs' relationship with human rights from "naming and shaming" by external actors post-violation, to "knowing and showing," 174 due diligence changes managerial attitudes, thereby embedding human rights issues within routine decision-making processes. TNCs can thus engage in proactive prevention of human rights violations rather than retrospective reactions to claims.…”
Section: Due Diligence Mechanismmentioning
confidence: 99%
“…170 broad rhetorical appeal 171 and familiarity 172 would ease its integration into management mindsets. 173 Furthermore, by transforming TNCs' relationship with human rights from "naming and shaming" by external actors post-violation, to "knowing and showing," 174 due diligence changes managerial attitudes, thereby embedding human rights issues within routine decision-making processes. TNCs can thus engage in proactive prevention of human rights violations rather than retrospective reactions to claims.…”
Section: Due Diligence Mechanismmentioning
confidence: 99%