- 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
This chapter examines the principles, problems, and prospects of whistleblowing in the international public service: its significance, relevant laws, and bureaucratic institutions. The discussion begins with whistleblowing based largely on the American experience, because it has some of the most extensive whistleblowing policies in the world. Following a brief summary of the literature, whistleblowing concepts, and the transnational civil service are examined. While not limited to one international agency, the focus is on the United Nations as the world’s largest federation of nation states. The analysis closes with an exploration of whistleblowing guidelines and best practice in the global administrative structure.
James S. Bowman is Professor of Public Administration at the Askew School of Public Administration and Policy, Florida State University. Noted for his work in ethics and human resource management, Dr Bowman is author of over 125 journal articles and book chapters, as well as editor of six anthologies. Bowman is co-author of the prize-winning Human Resource Management in Public Service: Paradoxes, Processes and Problems (6th ed., Sage, forthcoming) and The Professional Edge: Competencies in Public Service (2nd ed., Sharpe, 2010). He is also the contributing co-editor of American Public Service: Radical Reform and the Merit System (New York: Taylor and Francis, 2007). His most recent book is Public Service Ethics: Individual and Institutional Responsibilities (2nd ed., Taylor & Francis, forthcoming). He served as the inaugural editor-in-chief of Public Integrity (1995–2014), an American Society for Public Administration journal co-sponsored by three other professional associations. A past Fellow of the National Association of Schools of Public Affairs and Administration, as well as a Kellogg Foundation Fellow, he has experience in the military, civil service, and business. He is a National Academy of Public Administration Fellow.
Jonathan P. West is Professor and Chair of Political Science and Director of the Graduate Public Administration Program at the University of Miami, where he has been since 1980. His research interests include ethics, human resource management, productivity, local government, and public policy. He has published nine books and more than 145 scholarly articles and book chapters. American Politics and the Environment (SUNY Press, 2016, second edition), Human Resource Management in Public Service (2015, fifth edition, sixth edition in progress), Public Service Ethics: Individual and Institutional Responsibility (Routledge, 2018), Achieving Competencies in Public Service: The Professional Edge (Routledge, 2010, second edition), and American Public Service: Radical Reform of the Merit System (CRC Press, 2007) are his most recent co-authored or co-edited books. He served sixteen years as managing editor of Public Integrity and is a member of the editorial board of the Public Administration Review (2018), Review of Public Personnel Administration (1980–present), and Public Personnel Management (2012–present).
Kim Moloney is a Senior Lecturer in Global Public Administration and Public Policy at Murdoch University in Perth Australia. Her research focuses on ‘transnational administration’ (its definition, its usage, and its multidisciplinary influences) and the intersection of public administration, International Relations, and international development as it relates to the administrative life of international organizations. She is particularly interested in the budget transparency and personnel management concerns of international civil servants and of the international civil services. This includes international civil servant impact as stakeholders on the transparency, accountability, representativeness, and legitimacy of international organizations. She earned her Ph.D. in Public Administration from American University (2011), an M.P.A. from the Maxwell School at Syracuse University and an M.A. in International Affairs from the School of Advanced International Studies (SAIS) at Johns Hopkins University. She has published in multiple journals, including Public Administration Review, American Review of Public Administration, Global Policy, Australian Journal of Public Administration, International Review of Administrative Sciences, among others.
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