Cultural Influences on Public-Private Partnerships in Global Governance

  • Adam B. Masters

Table of contents

  1. Front Matter
    Pages i-xv
  2. Adam B. Masters
    Pages 63-99
  3. Adam B. Masters
    Pages 101-130
  4. Adam B. Masters
    Pages 131-155
  5. Adam B. Masters
    Pages 157-179
  6. Adam B. Masters
    Pages 181-210
  7. Adam B. Masters
    Pages 211-238
  8. Adam B. Masters
    Pages 239-258
  9. Back Matter
    Pages 259-313

About this book


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, values 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.

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.


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

Authors and affiliations

  • Adam B. Masters
    • 1
  1. 1.Centre for Social Research and MethodsThe Australian National UniversityActonAustralia

Bibliographic information