Abstract
One of the most widely held assumptions in the literature on global governance is that international organizations are increasingly turning to transnational actors (TNAs),2 that is, civil society organizations, business associations and multinational corporations, in standard-setting and implementation.3 Yet how can we explain varying degrees of openness toward these actors over time, with regard to specific TNAs and within organizations?
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
References
Argyris, C. and D.A. Schön (1978) Organizational Learning: A Theory of Action Perspective (Reading, MA: Addison-Wesley).
Barnett, M. and L. Coleman (2005) “Designing Police: Interpol and the Study of Change in International Organizations,” International Studies Quarterly, 49: 593–619.
Barnett, M. and M. Finnemore (2004) “Expertise and Power at the International Monetary Fund,” in M. Barnett and M. Finnemore (eds) Rules for the World: International Organizations in Global Politics (Ithaca, NY: Cornell University Press).
Beigbeder, Y. (1997) The Internal Management of United Nations Organizations: The Long Quest for Reform (New York: St Martin’s Press).
Bexell, M. and U. Mörth (eds) (2010) Democracy and Public-Private Partnerships in Global Governance (Basingstoke: Palgrave Macmillan).
Brühl, T. (2003) Nichtregierungsorganisationen als Akteure internationaler Umweltverhandlungen: Ein Erklärungsmodell auf der Basis der situationsspezifischen Ressourcennachfrage (Frankfurt and New York: Campus).
Burci, G.L. and C.-H. Vignes (2004) World Health Organization (The Hague: Kluwer Law International).
Cyert, R.M. and J.G. March (1963) A Behavioral Theory of the Firm (Englewood Cliffs, NJ: Prentice-Hall).
Di Maggio, P.J. and W.W. Powell (1983) “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields,” American Sociological Review, 48: 147–60.
Evans, P. and M. Finnemore (2001) Organizational Reform and the Expansion of the South’s Voice at the Fund (New York and Geneva: United Nations).
FAO (1985) FAO: The First 40 Years (Rome: Food and Agriculture Organization of the United Nations).
FAO (1999) FAO Policy and Strategy for Cooperation with Non-Governmental and Civil Society Organizations (Rome: Food and Agriculture Organization of the United Nations).
FAO (2004) Evaluation of FAO Activities in Fisheries Exploitation and Utilization Programme 2.3.3. (PC 91/5) (Rome: Food and Agriculture Organization of the United Nations).
FAO (2006a) Evaluation of Partnerships and Alliances — Management Response (PC 95/4 b, Sup. 1) (Rome: Food and Agriculture Organization of the United Nations).
FAO (2006b) Evaluation of Partnerships and Alliances (Programme Committee 95th session, PC 95/4b) (Rome: Food and Agriculture Organization of the United Nations).
FAO (2007) FAO: The Challenge of Renewal: Report of the Independent External Evaluation of the Food and Agriculture Organization of the United Nations (Rome: Food and Agriculture Organization of the United Nations).
FAO (2008) Conference, Thirty-fifth (Special) Session: Admission to the Session of Representatives and Observers of International Organizations (C 2008/6) (Rome: Food and Agriculture Organization of the United Nations).
Finger, M. and B. Margarinos-Ruchat (2003) “The Transformation of International Public Organizations: The Case of UNCTAD,” in D. Dijkzeul and Y. Beigbeder (eds) Rethinking International Organizations: Pathology and Compromise (New York and Oxford: Berghahn).
Friedrich, A.G. and V.E. Gale (2004) Public-Private Partnership within the United Nations System: Now and Then (Bielefeld: Bertelsmann).
Gulati, R. (1999) “Network Location and Learning: The Influence of Network Resources and Firm Capabilities on Alliance Formation,” Strategic Management Journal, 20: 397–420.
Haas, E.B. (1990) When Knowledge Is Power. Three Models of Change in International Organizations (Berkeley: University of California Press).
ICP (1973) Multinational Enterprise and the Developing World: The Role of the Industry Cooperative Programme (Rome and Geneva: Industry Cooperative Programme).
Kapur, D. (2002) “Processes of Change in International Organizations,” in D. Nayyar (ed.) New Roles and Functions of the UN and the Bretton Woods Institutions (Oxford: Oxford University Press).
Kraatz, M.S. and E.J. Zajac (2001) “How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence,” Organization Science, 12: 632–57.
McKinley, W. and M.A. Mone (2005) “Micro and Macro Perspectives in Organization Theory: A Tale of Incommensurability,” in H. Tsoukas and C. Knudsen (eds) The Oxford Handbook of Organization Theory (Oxford: Oxford University Press).
March, J.G. and J.P. Olsen (2004) “The Logic of Appropriateness,” Arena Working Papers (Oslo: Arena, Centre for European Studies, University of Oslo).
Meyer, J.W. and B. Rowan (1977) “Institutionalized Organizations: Formal Structure as Myth and Ceremony,” American Journal of Sociology, 83: 340–63.
Miebach, B. (2007) Organisationstheorie: Problemstellung — Modelle — Entwicklung (Wiesbaden: VS Verlag).
NGOCONGO (2006) NGO Participation Arrangements at the UN and in Other Agencies of the UN System (Geneva: Conference of NGOs in Consultative Relations with the United Nations).
Nielson, D.L., M.J. Tierney and C.E. Weaver (2006) “Bridging the Rationalist-Constructivist Divide: Re-engineering the Culture of the World Bank,” Journal of International Relations and Development, 9: 107–39.
Pfeffer, J. and G.G. Salancik (2003) The External Control of Organizations: A Resource Dependency Perspective (Stanford, CA: Stanford Business Books).
Schein, E. (1996) “Culture: The Missing Concept in Organization Studies,” Administrative Studies Quarterly, 41: 229–40.
Schein, E. (2004) Organizational Culture and Leadership, 3rd edn (San Francisco: Jossey-Bass).
Shaw, J.D. (2007) World Food Security. A History since 1945 (Basingstoke: Palgrave Macmillan).
Siebenhüner, B. (2002) “How Do Scientific Assessments Learn? Part 1: Conceptual Framework and Case Study of the IPCC,” Environmental Science & Policy, 2002: 411–20.
UN (2007) United Nations Fund for International Partnerships: Report by the Secretary-General (New York: United Nations General Assembly).
UN (1998) United Nations Fund for International Partnerships: Report of the Secretary-General (New York: United Nations General Assembly).
Weik, E. and R. Lang (2001) Moderne Organisationstheorien: Eine sozialwissenschaftliche Einführung (Wiesbaden: Gabler).
Williams, D. (1987) The Specialized Agencies and the United Nations: The System in Crisis (London: C. Hurst and Company).
Editor information
Editors and Affiliations
Copyright information
© 2010 Andrea Liese
About this chapter
Cite this chapter
Liese, A. (2010). Explaining Varying Degrees of Openness in the Food and Agriculture Organization of the United Nations (FAO). In: Jönsson, C., Tallberg, J. (eds) Transnational Actors in Global Governance. Palgrave Macmillan, London. https://doi.org/10.1057/9780230283220_5
Download citation
DOI: https://doi.org/10.1057/9780230283220_5
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-31609-0
Online ISBN: 978-0-230-28322-0
eBook Packages: Palgrave Political & Intern. Studies CollectionPolitical Science and International Studies (R0)