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An introduction to environmental law and policy --Perspectives on environmental law and policy --The practice of environmental protection --Enforcement --The Clean AIr Act --Global air pollution --Water pollution --Regulating toxic substances --Waste management --Wetlands, endangered species, and the public trust --Energy --The National Environment Policy Act.

The article of record as published may be located at http://dx.doi.org/10.1177/0095327X11415490 ; Scholars of corporate social responsibility (CSR), which refers to the responsibilities of a firm to society in four domains: economic, legal, ethical, and discretionary, have typically excluded defense firms from their research, mainly on ideological grounds. This study challenges these assumptions and measures the CSR orientations of managers of defense firms. The findings reveal the orientations of defense firm managers to be consistent with those of other corporate populations, though the highly regulated environment of defense contracting causes some differences. The findings help to redeem the social standing of defense firms, and by implication, their employees and the military members who use their products, from unwarranted antimilitary biases. ; Approved for public release; distribution is unlimited.

Scholars of corporate social responsibility (CSR), which refers to the responsibilities of a firm to society in four domains: economic, legal, ethical, and discretionary, have typically excluded defense firms from their research, mainly on ideological grounds. This study challenges these assumptions and measures the CSR orientations of managers of defense firms. The findings reveal the orientations of defense firm managers to be consistent with those of other corporate populations, though the highly regulated environment of defense contracting causes some differences. The findings help to redeem the social standing of defense firms, and by implication, their employees and the military members who use their products, from unwarranted antimilitary biases. [Reprinted by permission; copyright Inter-University Seminar on Armed Forces and Society/Sage Publications Inc.]

Scholars of corporate social responsibility (CSR), which refers to the responsibilities of a firm to society in four domains: economic, legal, ethical, and discretionary, have typically excluded defense firms from their research, mainly on ideological grounds. This study challenges these assumptions and measures the CSR orientations of managers of defense firms. The findings reveal the orientations of defense firm managers to be consistent with those of other corporate populations, though the highly regulated environment of defense contracting causes some differences. The findings help to redeem the social standing of defense firms, and by implication, their employees and the military members who use their products, from unwarranted antimilitary biases.