Cultural Influences on Public-Private Partnerships in Global Governance

1. Front Matter

   Pages i-xv

   PDF

2. Across the Public-Private Divide in the International Sphere

   • Adam B. Masters

   Pages 1-24

3. Global Public-Private Partnerships: Theoretical Perspectives

   • Adam B. Masters

   Pages 25-61

4. Introducing the Case Study Organizations

   • Adam B. Masters

   Pages 63-99

5. Cultures

   • Adam B. Masters

   Pages 101-130

6. Leaders

   • Adam B. Masters

   Pages 131-155

7. Ideology, Ideas and Implementation

   • Adam B. Masters

   Pages 157-179

8. Resources and Private Interests

   • Adam B. Masters

   Pages 181-210

9. Perspectives on Global Issues

   • Adam B. Masters

   Pages 211-238

10. Conclusion: Comparing Cultural Influences

    • Adam B. Masters

    Pages 239-258

11. Back Matter

    Pages 259-313

    PDF

This book explores how professional and organisational cultures influence global public-private partnerships, which form a key element of global governance. Using case studies, the partnerships of three international government organisations – the International Telecommunication Union, Interpol and the International Centre for the Study of the Preservation and Restoration of Cultural Property – illustrate how partnerships are formed and operate in accordance with the accepted cultural beliefs and values associated with both profession and organisation. In brief, engineers create partnerships they are comfortable with, which are different in form and operation to those of police, which also differ from those of the conservator. This book will appeal to scholars of international relations, global governance, organisational studies and public administration. It also conveys lessons for professionals at the international level in international government organisations, business and civil society who engage in, or want to engage in global public-private partnerships.

• global governance
• public-private partnership
• United Nations
• global public private partnerships
• Interpol
• International Telecommunication Union
• professional culture
• organizational culture
• engineering culture
• police culture
• conservation culture
• path dependency
• international civil service
• new public management
• neo-Marxism
• neo-liberalism
• bio-terrorism
• ICCROM
• civil society
• government

• Centre for Social Research and Methods, The Australian National University, Acton, Australia

  Adam B. Masters

Adam B. Masters holds a post-doctoral fellowship in the Research School of Social Sciences at the Australian National University (ANU). He is Deputy Director Governance of the Transnational Research Institute on Corruption, based at the ANU in Canberra, Australia. Dr Masters' research focuses on organised crime and corruption.

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