Skip to main content
Log in

Compliance or Comfort Zone? The Work of Embedded Ethics in Performing Regulation

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

The effective implementation of regulation in organizations is an ongoing concern for both research and practice, in order to avoid deviant behavior and its consequences. However, the way compliance with regulations is actually enacted or “performed” within organizations instead of merely executed, remains largely under-characterized. Evidence from an ethnographic study in the compliance unit of a French investment bank allows us to develop a detailed practice approach to how regulation is actually implemented in firms. We characterize the work accomplished by compliance analysts who are in fact, “curving” the script of regulation within what we conceptualize as a “comfort zone”. Beyond agency, ethics appears as a key element in linking the “letter of the law”, which serves as a referential anchor to guide action, with the complex nature of specific situations. We analyze the way individuals and compliance teams cope with, interpret, struggle and in fine, perform regulation within this comfort zone. A particular interest is thus given to the work of embedded ethics in this process, as an enabler to partly recouple compliance with the regulated activity. We find that blind execution is not only impossible, but also devoid of meaning both from regulatory, risk management, and business perspectives in organizations. We highlight and characterize a hermeneutic dimension to this work, essential to effectively perform regulation in complex environments, and we suggest some directions for further research.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

Notes

  1. Cf. also the rogue trading case of Jérome Kerviel discovered in 2008 and whose trial took place in 2010 during our study, which added social and media pressure on banking compliance.

References

  • Anand, V., Ashford, B. E., & Joshi, M. (2004). Business as usual: The acceptance and perpetuation of corruption in organizations. Academy of Management Executive, 18, 39–53.

    Article  Google Scholar 

  • Arendt, H. (1963, 1986). Eichman in Jerusalem: A report on the banality of evil. New York: Viking.

  • Arjoon, S. (2000). Virtue theory as a dynamic theory of business. Journal of Business Ethics, 28, 159–178.

    Article  Google Scholar 

  • Ashcraft, K. L., Kuhn, T. R., & Cooren, F. (2009). Constitutional amendments: “Materializing” organizational communication. The Academy of Management Annals, 3, 1–64.

    Article  Google Scholar 

  • Austin, J. L. (1962). How to do things with words. London: Oxford University Press.

    Google Scholar 

  • Badiou, A. (2003). L’Ethique. Caen: Nous.

    Google Scholar 

  • Barley, S., & Tolbert, P. (1997). Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18, 91–117.

    Article  Google Scholar 

  • Battilana, J., & D’Aunno, T. (2009). Institutional work and the paradox of embedded agency. In T. Lawrence, R. Suddaby, & B. Leca (Eds.), Institutional work: Actors and agency in institutional studies of organizations (pp. 31–58). Cambridge: Cambridge University Press.

    Chapter  Google Scholar 

  • Bechky, B. A. (2003). Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organization Science, 14, 312–330.

    Article  Google Scholar 

  • Becker, M. C. (2005). A framework for applying organizational routines in empirical research: Linking antecedents, characteristics and performance outcomes of recurrent interaction patterns. Industrial and Corporate Change, 14, 817–846.

    Article  Google Scholar 

  • Berger, P. L., & Luckman, T. (1966). The social construction of reality: A treatise in the sociology of knowledge. Garden City: Doubleday.

    Google Scholar 

  • Bevan, D., & Corvellec, H. (2007). The impossibility of corporate ethics: For a Levinasian approach to managerial ethics. Business Ethics: A European Review, 16, 208–219.

    Article  Google Scholar 

  • Bjerregaard, T. (2011). Studying institutional work in organizations: Uses and implications of ethnographic methodologies. Journal of Organizational Change Management, 24, 51–64.

    Article  Google Scholar 

  • Boatright, J. R. (2010). Finance ethics: Critical issues in theory and practice. Hoboken: Wiley.

    Book  Google Scholar 

  • Boholm, A., & Corvellec, H. (2011). A relational theory of risk. Journal of Risk Research, 14, 175–190.

    Article  Google Scholar 

  • Bourdieu, P. (1990). The Logic of Practice. Cambridge: Polity Press.

    Google Scholar 

  • Bowen, H. R. (1953). Social responsibilities of the businessman. New York: Harper and Row.

    Google Scholar 

  • Boxenbaum, E., & Jonsson, S. (2008). Isomorphism, diffusion, and decoupling. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), The Sage handbook of organizational institutionalism (pp. 78–98). Oxford: Sage.

    Chapter  Google Scholar 

  • Brunsson, N. (1989). The organization of hypocrisy. Talk, decisions and actions in organizations. Hoboken: Wiley.

    Google Scholar 

  • Child, J. (1997). Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect. Organisation Studies, 18, 43–76.

    Article  Google Scholar 

  • Cooney, K. (2007). Fields, organizations and agency: Toward a multilevel theory of institutionalization in action. Administration & Society, 39, 687–718.

    Article  Google Scholar 

  • Cramton, C. D. (2001). The mutual knowledge problem and its consequences for dispersed collaboration. Organization Science, 12, 346–371.

    Article  Google Scholar 

  • Czarniawska, B. (2004). Narratives in social science research. London: Sage.

    Book  Google Scholar 

  • DiMaggio, P. J. (1988). Interest and agency in institutional theory. In L. G. Zucker (Ed.), Research on institutional patterns and organizations: Culture and environment (pp. 3–22). Cambridge: Ballinger.

    Google Scholar 

  • DiMaggio, P., & Powel, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.

    Article  Google Scholar 

  • DiMaggio, P., & Powel, W. (1991). Introduction. In W. W. Powel & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 1–38). Chicago: University of Chicago Press.

    Google Scholar 

  • Douglas, M. (2005). De la Souillure. Paris: La Découverte.

    Google Scholar 

  • Edelman, L. B. (1992). Legal Ambiguity and symbolic structures: Organizational mediation of civil rights law. American Journal of Sociology, 97, 1531–1576.

    Article  Google Scholar 

  • Edelman, L. B. (2005). Law at work: The endogenous construction of civil right. In L. B. Nielsen & R. Nelson (Eds.), Handbook on employment discrimination research: rights and realities (pp. 337–352). Dordrecht: Springer.

    Google Scholar 

  • Edelman, L. B. (2007). Overlapping fields and constructed legalities: The endogeneity of law. In J. O’Brien (Ed.), Private equity, corporate governance and the dynamics of capital markets regulation (pp. 55–90). London: Imperial College Press.

    Chapter  Google Scholar 

  • Edelman, L. B., Fuller, S. R., & Mara-Drita, I. (2001). Diversity rhetoric and the managerialization of law. American Journal of Sociology, 106, 1589–1641.

    Article  Google Scholar 

  • Edelman, L. B., Petterson, S., Chambliss, E., & Erlanger, H. S. (1991). Legal ambiguity and the politics of compliance: Affirmative action officers’ dilemma. Law and Policy, 13, 73–97.

    Article  Google Scholar 

  • Edelman, L. B., & Stryker, R. (2005). A Sociological approach to law and the economy. In N. Smelser & R. Swedberg (Eds.), The handbook of economic sociology (pp. 527–551). New York: Russel Sage Foundation.

    Google Scholar 

  • Edelman, L. B., & Suchman, M. C. (1997). The legal environments of organizations. Annual Review of Sociology, 23, 479–515.

    Article  Google Scholar 

  • Edelman, L. B., & Suchman, M. C. (1999). When the ‘haves’ hold court: Speculations on the organizational internalization of law. Law and Society Review, 33, 941–991.

    Article  Google Scholar 

  • Edelman, L. B., & Suchman, M. C. (2007). The legal lives of private organizations. Farnham: Ashgate.

    Google Scholar 

  • Edelman, L. B., & Talesh, S. A. (2011). To comply or not to comply: That isn’t the question: how organizations construct the meaning of compliance. In C. Parker & L. V. Nielsen (Eds.), Explaining compliance: Business responses to regulation (pp. 103–122). Cheltenham: Edward Eglar.

    Google Scholar 

  • Edwards, J., & Wolfe, S. (2005). Compliance: A review. Journal of Financial Regulation & Compliance, 13, 48–59.

    Article  Google Scholar 

  • Eisenhardt, K. M. (1989). Building theory from case study research. Academy of Management Review, 14, 532–550.

    Google Scholar 

  • Evens, T. M. S. (2006). Some ontological implications of situational analysis. In T. M. S. Evens & D. Handelman (Eds.), The Manchester School: Practice and ethnographic praxis in anthropology (pp. 49–63). New York: Berghan Books.

    Google Scholar 

  • Favarel-Garrigues, G., Godefroy, T., & Lascoumes, P. (2007). Sentinels in the banking industry: Private actors and the fight against money laundering. Sociologie du Travail, 49, 10–27.

    Article  Google Scholar 

  • Faÿ, E. (2005). Life, speech and reason: A phenomenology of open deliberation in organizations. Ephemera: Theory and Politics in Organization, 5, 472–498.

    Google Scholar 

  • Fiss, P. C., & Zajac, E. J. (2006). The symbolic management of strategic change: Sense giving via framing and decoupling. Academy of Management Journal, 49, 1173–1193.

    Article  Google Scholar 

  • Fraser, J., & Simkins, B. (2010). Enterprise risk management: Today’s leading research and best practices for tomorrow’s executives. Hoboken: Wiley.

    Google Scholar 

  • Gibson, C., & Birkinshaw, J. (2004). The antecedents, consequences and mediating role of organizational ambidexterity. Academy of Management Journal, 47, 209–226.

    Article  Google Scholar 

  • Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Cambridge: Polity Press.

    Google Scholar 

  • Gioia, D. A., & Chittipedi, K. (1991). Sense-making and sense-giving in strategic change initiation. Strategic Management Journal, 12, 433–448.

    Article  Google Scholar 

  • Gleeson, S. (2009). More regulation means more risk. International Financial Law Review, 28, 14.

    Google Scholar 

  • Godechot, O. (2001, 2005). Les traders: essai de sociologie des marches financiers. Paris: La Découverte.

  • Godechot, O. (2011). Les social studies of finance: Unenouvelle approche, Cahiers Français, 361.

  • Green, S. E., Jr, & Li, Y. (2011). Rhetorical institutionalism: Language, agency and structure in institutional theory since Alvesson 1993. Journal of Management Studies, 48, 1662–1697.

    Article  Google Scholar 

  • Groundwater-Smith, S., & Mockler, N. (2007). Ethics in practitioner research: An issue of quality. Research Papers in Education, 22, 199–211.

    Article  Google Scholar 

  • Gunz, H., & Gunz, S. (2007). Hired professional to hired gun: An identity approach to understanding the ethical behaviour of professionals in non-professional organizations. Human Relations, 60, 851–887.

    Article  Google Scholar 

  • Hirsch, P., & Bermiss, Y. S. (2009). Institutional ‘dirty’ work: Preserving institutions through strategic decoupling. In T. Lawrence, R. Suddaby, & B. Leca (Eds.), Institutional work: Actors and agency in institutional studies of organizations (pp. 262–284). Cambridge: Cambridge University Press.

    Chapter  Google Scholar 

  • Homans, G. C. (1964). Bringing men back in. American Sociological Review, 29, 809–818.

    Article  Google Scholar 

  • Jaffro, L. (1995). Ethique et morale. In D. Kambouchner (Ed.), Notions de philosophie (pp. 220–303). Paris: Gallimard.

    Google Scholar 

  • Jensen, T., Sandström, J., & Helin, S. (2009). Corporate codes of ethics and bending of moral space. Organization, 16, 529–545.

    Article  Google Scholar 

  • Jeucken, M. (2002). Banking and sustainability: Slow starters are gaining pace. Ethical Corporation Magazine, 11, 44–48.

    Google Scholar 

  • Kagan, R. A., Cunningham, N., & Thornton, D. (2003). Explaining corporate environmental performance. How does regulation matter? Law and Society Review, 37, 51–90.

    Article  Google Scholar 

  • Kagan, R. A., Gunningham, N., & Thornton, D. (2011). Fear, duty and regulatory compliance: Lessons from three research projects. In C. Parker & V. Lehmann Nielsen (Eds.), Explaining compliance: Business responses to regulation (pp. 37–58). Cheltenham: Edward Eglar.

    Google Scholar 

  • Kellogg, K. C. (2006). Institutional coupling: the mechanisms of real organizational change in response to institutional pressures. Working paper presented at the American Sociological Association annual meeting, Boston, USA.

  • Koehn, D. (1995). A role for virtue ethics in the analysis of business practice. Business Ethics Quarterly, 5, 533–539.

    Article  Google Scholar 

  • Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24, 691–710.

    Google Scholar 

  • Lawrence, T. B., & Suddaby, R. (2006). Institutions and institutional work. In R. Clegg, C. Hardy, T. B. Lawrence, & W. R. Nord (Eds.), Handbook of organization studies (2nd ed., pp. 215–254). London: Sage.

    Chapter  Google Scholar 

  • Lawrence, T. B., Suddaby, R., & Leca, B. (2009). Institutional work: Actors and agency in institutional studies of organizations. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Lenglet, M. (2009). Aux marges de la triche: Innovation normative et déontologie financière en salle de marché. Management et Avenir, 22, 263–284.

    Article  Google Scholar 

  • Lowenstein, J., Ocasio, W., & Jones, C. (2012). Vocabularies and vocabulary structure: A new approach linking categories, practices, and institutions. Academy of Management Annals, 6, 41–86.

    Article  Google Scholar 

  • MacLean, T. L., & Behnam, M. (2010). The dangers of decoupling: The relationship between compliance programs, legitimacy perceptions, and institutionalized misconduct. Academy of Management Journal, 53, 1499–1520.

    Article  Google Scholar 

  • Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sense-giving in organizations. Academy of Management Journal, 50, 57–84.

    Article  Google Scholar 

  • Meyer, J., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363.

    Article  Google Scholar 

  • Mintzberg, H. (1979). An emerging strategy of “direct” research. Administrative Science Quarterly, 24, 580–589.

    Article  Google Scholar 

  • Moore, G. (2002). On the implications of the practice-institution distinction: MacIntyre and the application of modern virtue to business. Business Ethics Quarterly, 12, 19–32.

    Article  Google Scholar 

  • Nelson, R. R., & Sampat, B. (2001). Making sense of institutions as a factor in economic growth. Journal of Economic Organization and Behavior, 44, 31–54.

    Article  Google Scholar 

  • Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge: Harvard University Press.

    Google Scholar 

  • Nicolini, D., Gherardi, S., & Yanow, D. (2003). Knowing in organizations: A practice-based approach. New York: M.E.Sharpe.

    Google Scholar 

  • Nielsen, R. P. (2010). Practitioner-based theory building in organizational ethics. Journal of Business Ethics, 93, 401–406.

    Article  Google Scholar 

  • Nielsen, V. L., & Parker, C. (2008). To what extent do third parties influence business compliance? Journal of Law and Society, 35, 309–340.

    Article  Google Scholar 

  • Nietzsche, F. (1881, 1991). In J. Hervier (Ed.), Aurore. Paris: Gallimard.

  • Nijhof, A., Cludts, S., Fisscher, O., & Laan, A. (2003). Measuring the implementation of codes of conduct. An assessment method based on a process approach of the responsible organization. Journal of Business Ethics, 45, 65–78.

    Article  Google Scholar 

  • Painter-Morland, M. (2008). Business ethics as practice. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Parker, C., & Gilad, S. (2011). Internal corporate compliance management system: Structure, culture and agency. In C. Parker & V. L. Nielsen (Eds.), Explaining compliance: Business responses to regulation (pp. 170–197). Cheltenham: E. Eglar.

    Chapter  Google Scholar 

  • Parker, C., & Nielsen, V. L. (2011). Explaining compliance: Business responses to regulation. Cheltenham: E. Elgar.

    Book  Google Scholar 

  • Pérezts, M., Bouilloud, J. P., & de Gaulejac, V. (2011). Serving two masters: The contradictory organization as an ethical challenge for managerial responsibility. Journal of Business Ethics, 101, 33–44.

    Article  Google Scholar 

  • Pettigrew, A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1, 267–292.

    Article  Google Scholar 

  • Powell, W. W., & Colyvas, J. A. (2008). Microfoundations of institutional theory. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), The SAGE handbook of organizational institutionalism (pp. 276–298). Thousand Oaks: Sage.

    Chapter  Google Scholar 

  • Power, M. (1997). The Audit Society: Rituals of verification. New York: Oxford University Press.

    Google Scholar 

  • Reiner, R. (1997). Policing and the police. In M. Maguire & R. Reiner (Eds.), The Oxford handbook of criminology (pp. 997–1049). Oxford: Clarendon Press.

    Google Scholar 

  • Remenyi, D., Williams, B., Money, A., & Scwartz, E. (1998). Doing research in business and management. London: Sage.

    Google Scholar 

  • Schatzki, T. R. (2001). Introduction. In T. R. Schatzki, K. Knorr Cetina, & E. von Savigny (Eds.), The practice turn in contemporary theory (pp. 42–55). London: Routledge.

    Google Scholar 

  • Scholtens, B. (2006). Finance as a driver of corporate social responsibility. Journal of Business Ethics, 68, 19–33.

    Article  Google Scholar 

  • Selsznick, P. (1969). Law, society and industrial justice. New York: Russell Sage foundation.

    Google Scholar 

  • Seo, M. G., & Creed, W. E. D. (2002). Institutional contradictions, praxis and institutional change: A dialectical perspective. Academy of Management Review, 27, 222–247.

    Google Scholar 

  • Shadnam, M., & Lawrence, T. B. (2011). Understanding widespread misconduct in organizations: An institutional theory of moral collapse. Business Ethics Quarterly, 21(3), 379–407.

    Article  Google Scholar 

  • Sherry, J. (2008). The Ethnographer’s apprentice: Trying consumer culture from inside-out. Journal of Business Ethics, 80, 85–95.

    Article  Google Scholar 

  • Silverman, D. (2006). Interpreting qualitative data. London: Sage.

    Google Scholar 

  • Solomon, R. C. (1999). Business ethics and virtue. In R. E. Frederick (Ed.), A companion to business ethics (pp. 30–37). Oxford: Blackwell.

    Chapter  Google Scholar 

  • Stene, E. (1940). An approach to the science of administration. American Political Science Review, 34, 1124–1137.

    Article  Google Scholar 

  • Stinchcombe, A. L. (1997). On the virtues of the old institutionalism. Annual Review of Sociology, 23, 1–18.

    Article  Google Scholar 

  • Stone, C. D. (1975). Where the law ends: The social control of corporate behavior. New York: Harper & Row.

    Google Scholar 

  • Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571–610.

    Google Scholar 

  • Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50, 35–67.

    Google Scholar 

  • Taket, A., & White, L. (2000). Partnership and participation. Chichester: Wiley.

    Google Scholar 

  • Taylor, J. R., & Van Every, E. J. (2000). The emergent organization: Communication as its site and surface. New Jersey: Lawrence Erlbaum.

    Google Scholar 

  • Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure and process. New York: Oxford University Press.

    Book  Google Scholar 

  • Trevino, L. K., & Weaver, G. G. R. (2003). Managing ethics in business organizations: Social scientific perspective. Stanford: Stanford University Press.

    Google Scholar 

  • Vadera, A. K., Aguilera, R. V., & Brianna, B. C. (2009). Making sense of whistle-blowing’s antecedents: Learning from research on identity and ethics programs. Business Ethics Quarterly, 19, 553–586.

    Article  Google Scholar 

  • Van Maanen, J. (1988). Tales of the field: On writing ethnography. Chicago: University of Chicago Press.

    Google Scholar 

  • Vandekerckhove, W., & Commers, M. S. R. (2004). Whistle blowing and rational loyalty. Journal of Business Ethics, 53, 225–233.

    Article  Google Scholar 

  • Vandekerckhove, W., & Lewis, D. (2012). The content of whistleblowing procedures: A critical review of recent official guidelines. Journal of Business Ethics, 108, 253–264.

    Article  Google Scholar 

  • Vardi, Y., & Weitz, E. (2004). Misbehavior in organizations: Theory, research and management. Mahwah: Lawrence Erlbaum.

    Google Scholar 

  • Vaughan, D. (1998). Rational choice, situated action, and the social control of organizations. Law & Society Review, 32, 527–561.

    Article  Google Scholar 

  • Vaughan, D. (1999). The dark side of organizations: Mistake, misconduct, and disaster. Annual Review of Sociology, 25, 271–305.

    Article  Google Scholar 

  • Venard, B., & Hanafi, M. (2008). Organizational isomorphism and corruption in financial institutions: Empirical research in emerging countries. Journal of Business Ethics, 81, 481–498.

    Article  Google Scholar 

  • Verstegen Ryan, L., Buchholtz, A. K., & Kolb, R. W. (2010). New directions in corporate governance and finance: Implications for business ethics research. Business Ethics Quarterly, 20, 673–694.

    Article  Google Scholar 

  • Vogel, S. K. (1996). Freer markets, more rules: Regulatory reform in advanced industrial countries. New York: Cornell University Press.

    Google Scholar 

  • Weaver, G. R., & Treviño, L. K. (1999). Compliance and values oriented ethics programs: Influences on employees’ attitudes and behavior. Business Ethics Quarterly, 9, 315–335.

    Article  Google Scholar 

  • Weaver, G. R., Trevino, L. K., & Cochran, P. L. (1999a). Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42, 41–57.

    Article  Google Scholar 

  • Weaver, G. R., Trevino, L. K., & Cochran, P. L. (1999b). Integrated and decoupled corporate social performance: Management commitments, external pressures and corporate ethics practices. Academy of Management Journal, 42, 539–552.

    Article  Google Scholar 

  • Weber, K., & Glynn, M. A. (2006). Making sense with institutions: Context, thought and action in Karl Weick’s theory. Organization Studies, 27, 1639–1660.

    Article  Google Scholar 

  • Weick, K. E., Obstfeld, D., & Sutcliffe, K. M. (2005). Organizing and the process of sense-making. Organization Science, 16, 409–421.

    Article  Google Scholar 

  • Wenger, E. (1998). Communities of practice: Learning, meaning and identity. New York: Cambridge University Press.

    Book  Google Scholar 

  • Williams, P., & Baudin-O’Hayon, G. (2002). Global Governance, transnational organized crime and money laundering. In A. McGrew & D. Held (Eds.), Governing globalization (pp. 127–144). Cambridge: Polity Press.

    Google Scholar 

  • Yin, R. K. (1984). Case study research: Designs and methods. California: Sage Publications.

    Google Scholar 

  • Zilber, T. (2002). Institutionalization as an interplay between actions, meanings and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45, 234–254.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Mar Pérezts.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Pérezts, M., Picard, S. Compliance or Comfort Zone? The Work of Embedded Ethics in Performing Regulation. J Bus Ethics 131, 833–852 (2015). https://doi.org/10.1007/s10551-014-2154-3

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-014-2154-3

Keywords

Navigation