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Hospitals' Community Benefits.

The Question of Fair Benefits in International Research.

Access to Medicines and Corporate Social Responsibilities of the Pharmaceutical Industry.

Corporate Social Responsibility of the Pharmaceutical Industry in Solidaristic Terms.

This article deals with the challenge of approaching decision-making processes through strategic environmental assessment (SEA). It is argued that the interaction between policy-making and planning in strategic decision-making processes is a neglected reason for problems with applying SEA, as legislation and guidance on SEA primarily approach either the policy or plan level. To substantiate the argument, the extent of interaction is empirically investigated. Four contemporary decision-making processes in the Danish energy sector are mapped as a series of choices. Fundamental changes with considerable environmental impacts are decided these years, often without preceding SEA processes. The mapping shows a profound interaction between policy-making and planning. In this interaction, public consultation, systematic environmental analyses, and transparency on alternatives are primarily related to choices of planning character. The findings lead to a discussion of the existing SEA guidance that is challenged in terms of adequacy of the guidance to approach the interaction.

This paper follows directly from an earlier paper where we discussed the requirements for an artifact to be a moral agent and concluded that the artifactual question is ultimately a red herring. As before, we take moral agency to be that condition in which an agent can appropriately be held responsible for her actions and their consequences. We set a number of stringent conditions on moral agency. A moral agent must be embedded in a cultural and specifically moral context and embodied in a suitable physical form. It must be, in some substantive sense, alive. It must exhibit self-conscious awareness. It must exhibit sophisticated conceptual abilities, going well beyond what the likely majority of conceptual agents possess: not least that it must possess a well-developed moral space of reasons. Finally, it must be able to communicate its moral agency through some system of signs: A "private" moral world is not enough. After reviewing these conditions and pouring cold water on recent claims for having achieved "minimal" machine consciousness, we turn our attention to a number of existing and, in some cases, commonplace artifacts that lack moral agency yet nevertheless require one to take a moral stance toward them, as if they were moral agents. Finally, we address another class of agents raising a related set of issues: autonomous military robots.

Can fiscal transparency, accountability and macro-fiscal stabilization be imposed by adopting a fiscal responsibility law (FRL)? Skeptics argue that law is impotent or that the existing legal framework for the budget system suffices. In Europe, supranational fiscal rules were previously seen to be adequate. After reviewing the experience with FRLs around the world, this paper concludes that FRLs enhance fiscal transparency and accountability. However, the adoption of a FRL for attaining fiscal stability goals succeeds only if there is strong political commitment to fiscal discipline. Also, the inclusion of quantitative fiscal rules in FRLs is a high-risk undertaking.

The chapter focuses on the problems of administrative liability of legal entities in cases of administrative offenses in the field of transport. The authors explore the trend of increasing the number of principles of administrative responsibility and its individual institutions in the context of globalization and convergence of administrative law. The principles that are not fixed by law but exist due to doctrine and judicial practice are studied. The issue of the implementation of state policy in the field of passenger transportation in the context of the spread of coronavirus infection (COVID-19) is revealed. In this chapter, the constitutional right to judicial protection is considered through the prism of cases of administrative offenses. The aspect of providing high-quality passenger transportation services and fully meeting the population’s needs in this direction is investigated.

The chapter sets the context for the book and the contributions of the chapters that follow. It articulates an urgent need for a fresh per spective on India’s organizational dimension. Globalization, technological advancements, and shifting market dynamics are leading to significant functional reforms in India, which is changing the very core of the organizational dimension. To develop a FRESH perspective, five elements are key: Functional, Responsibility, Ecosystem, Subaltern, and Historical. Culturally, different industries and sectors in India have their own specific organizational structures and practices. The Indian business ecosystem is characterized by diverse factors such as government policies, regulatory frameworks, and infrastructure. Subaltern opportunities emerge for followership so that each member of the nation enjoys the benefits of globalization. A fresh perspective which recognizes these five elements is critical to foster innovation, inclusivity, adaptability, and sustainability.

This chapter introduces the system for crisis management in Sweden. Over the last century, Sweden has gone from being a poor European backwater to being among the countries with the highest human development in the world. The droughts and harsh winters that killed thousands and drove numerous Swedes to emigrate in the past are mere distractions today and the contemporary system for crisis management is designed to deal with a broader variety of crises than the ones triggered by natural hazards. The system is based on the principles of responsibility, parity and proximity, and distributes sector and area responsibility for crisis management to numerous actors. It is built to a great extent on collaboration between these actors, which is challenging but working relatively well in the cultural context of consensus-seeking and compliance to official guidelines and accepted rules of engagement. However, the system is in itself ambiguous in the sense of distributing responsibility to all kinds of actors and then focusing almost exclusively on public actors in legislation, guidelines and practice. There is also often a gap between policy and practice concerning how area responsibility is exercised, and a lack of clarity in current sector specific legislation.