- Copyright Page
- Box and Figure
- The Rise of Global Policy and Transnational Administration
- Global Public Policy and the Constitution of Political Authority
- Globalization and Internationalization: Impact upon the State and the Civil Service
- The Potential and Limits of Administrative Sovereignty
- State Fragility, International Development Policy, and Global Responses
- International Policy Transfer: Between the Global and Sovereign and between the Global and Local
- International Policy Entrepreneurship
- City Networks and Paradiplomacy as Global Public Policy
- International NGOs, Transnational Civil Society, and Global Public Policy: Opportunities and Obstacles in the Twenty-First Century
- The International Civil Service
- Domestic Capacity to Deliver Innovative Solutions for Grand Social Challenges
- Sovereignty Renewed: Transgovernmental Policy Networks and the Global–Local Dilemma
- Scales and Network Societies: The Expansion of Global Public Policy
- The Transnationalization of Public Spheres and Global Policy
- Conceptualizing Global Public Policy: A Global Public Good Perspective
- Regionalization and Transregional policies
- European Union Studies as a Tributary of Global Policy and Transnational Administration
- International Political Economy: A Global ‘Policy Turn’?
- Law–Space Nexus, Global Governance, and Global Administrative Law
- Filling the Gap: Global Masters of Public Administration and Public Policy Programmes
- Global Policy and Transnational Administration: Intellectual Currents in World Making
- Knowledge Networks, Scientific Communities, and Evidence-Informed Policy
- The Importance of Informal Intergovernmental Organizations: A Typology of Transnational Administration without Independent Secretariats
- Transnational Administration from the Beginning: The Importance of Charisma in Shaping International Organizational Norms
- Designing Global Public Policies in the Twenty-First Century
- The Agenda-Setting Capacity of Global Networks
- Transnational Policy Communities and Regulatory Networks as Global Administration
- Standard Setting and International Peer Review: The OECD as a Transnational Policy Actor
- Evolving Funding Patterns of Global Programmes and Their Impacts on Governance and Operations
- Development Partnerships’ Governance Structures, Accountability, and Participation
- Governance and Administration in Global Health Organizations: Considering the Legacies of the ‘Golden Era’ of Global Health Policy?
- Organized Business and Global Public Policy: Administration, Participation, and Regulation
- The Role of Large Management Consultancy Firms in Global Public Policy
- Compliance in Transnational Regulation: A Global Supply Chain Approach
- Providing Foundations: Philanthropy, Global Policy, and Administration
- Global Summitry as Sites of Transnational Technocratic Management and Policy Contestation
- Heads of International Organizations: Politicians, Diplomats, Managers
- International Civil Servant Management: A Personnel-Influenced Research Agenda
- The United Nations, Peacekeepers, and Accountability
- International Organizations, Civil Servants, and Whistleblowing
Abstract and Keywords
The formation of global public policy takes place in diverse fields, populated by a range of different actors. One important, but neglected group is large management consultancy firms. This chapter examines why and how such firms have been able to exercise influence over global public policy. Emphasis is placed on their reputational power, the organizational structures which enable them to use and develop expertise, and the importance of their social networks amongst other elite actors. The chapter illustrates these themes through a case study of the REDD Initiative sponsored by the UN Framework Convention on Climate Change. It concludes by outlining a research agenda which focuses on the power of consultancies in this arena, but also recognizes the limits to this power.
Glenn Morgan is Professor of Management in the School of Economics, Finance and Management, University of Bristol, UK. He has previously worked at Manchester Business School, Warwick Business School and Cardiff Business School. He has been a Visiting Professor at Copenhagen Business School and a number of other institutions in Europe and North America. His research interests lie in the areas of globalization, financialization, institutions, multinationals, regulations, and elites. As well as studies in Europe, he has written on East Asian and Latin American forms of capitalism. He has published in a wide range of journals, including Organisation Studies, Human Relations, Economy and Society, Socio-Economic Review, Industrial Relations, and Journal of European Public Policy. He was editor of the journal Organization from 2005 to 2008 and serves on a number of editorial boards. Recent jointly edited collections include The Oxford Handbook of Sociology, Social Theory and Organisation Studies (Oxford University Press, 2014), New Spirits of Capitalism? Crises, Justifications and Dynamics (Oxford University Press, 2013), and Capitalisms and Capitalism in the Twenty-First Century (Oxford University Press, 2012).
Andrew Sturdy is Professor and Head of the Department of Management at the University of Bristol. Previously, he held posts at Imperial College London and the Universities of Bath, Melbourne, and Warwick: he was an Associate Dean at Warwick Business School. His research lies in the field of organizational innovation and the role of management consultancy in particular. His work includes co-authored books such as Beyond Organisational Change (Macmillan, 2000), Management Consultancy (Oxford University Press, 2009), and most recently, Management as Consultancy (Cambridge University Press, 2015). He has worked with diverse organizations in research projects on the use of consulting and the adoption of new management ideas. He is also an associate editor of the Journal of Management Inquiry and an Academic Fellow of the International Council of Management Consulting Institutes. His latest work explores consultancy in national and transnational public sector contexts.
Michal Frenkel is an Associate Professor and the Chair of the Department of Sociology and Anthropology at the Hebrew University of Jerusalem. She has published extensively on center-periphery relations in organization studies, international management, critical management studies, gender, ethnicity, race and religiosity in and around organizations and in the context of globalization and glocalization. Her papers appeared in journals such as the Academy of Management Review, Organization Science, Organization Studies, Organizations and others. She has been a visiting fellow at Harvard Center for European Studies, a Scholar in Residence at the Hadassah-Brandeis Institute and a visiting professor at Smith College. She serves on the editorial boards of Organization Studies and Sociological Theory.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.