question, the article analyzes financial firms’ responses to a process-oriented regulatory initiative, which sought to transform the widespread culture of product ‘mis-selling’ in this industry. The article’s main focus is on the strategies sought by internal supporters of this initiative to overcome their organizations’ resistance and to attain managers’ commitment to its implementation. It is suggested that under conditions of substantial discrepancy between regulatory expectations and firms’ organizational and individual identities, commitment to process-oriented regulation entails its reframing into alternative business discourses and a leading role to noncompliance professionals and other managers in this process. These strategies, while neutralizing resistance and enhancing commitment, run the risk of altering regulatory goals.
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