By Johannes Paha
This booklet studies and provides antitrust legislations compliance programmes from varied angles. those programmes were more and more carried out and sophisticated by means of companies over contemporary years, and numerous points of this subject were researched. The contributions during this ebook expand past the remedy of felony concerns and convey how legal professionals, economists, psychologists, and company students may help layout antitrust legislation compliance programmes extra successfully and run them extra efficiently.
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Extra resources for Competition Law Compliance Programmes: An Interdisciplinary Approach
Both factors lead to a higher degree of competition in the market and therefore increase economic pressure on firms. 370). The first connections between the cartel firms from Europe and Japan date back to the years between 1974 and 1975. The Japanese companies are said to have operated very aggressively in the European market during this time period to raise their exports. The description of events provided by the European Commission suggests that the Japanese producers of sorbates tried to increase their sales in the European market by lowering prices significantly.
The respective best practice design and implementation for a specific firm depends on a multitude of external and internal factors such as the respective industry, the market position and size of the firm as well as its organisational structure. 1 should be viewed as a menu selection device in the sense that it delineates the important steps and provides general guidance for the design of an effective CLCP. 4 Competition Law Compliance Programmes and Competition Law Enforcement Subsequent to our discussions of the motivations to ensure compliance and the design of an effective competition law compliance programme (CLCP), in this section, we aim at relating CLCPs to competition law enforcement in general and the fine setting procedure in particular.
Within this group, 56 firms also provided the year of implementation. This data shows that there has been a steady and considerable increase in the number of CMS since 2005 (Fig. 1). The reasons for implementing a CMS in their company can be summarised into five groups. These are the reputation of the company, legal requirements, the strategy of the parent company, risk avoidance, and a recent trend to install a CMS. First, the firms believe that CMS enhance their reputation towards a variety of stakeholders such as investors, employees, customers, and politics.