Ideology, Ideas and Implementation

  • Adam B. Masters


Ideas frame three questionable factors claimed to motivate global public-private partnerships – have technical organizations shifted their ideology from a neo-Marxist to a neo-liberal; has new public management shifted the posture of international government organizations; and have market-like ideas become attractive for IGOs? While these ideas have salience in some instances, they do not always ring true – with pushback from professional and organizational cultures, which have proven sticky. While such ideas have not been rejected out of hand, they have all passed through the cultural lenses of engineers, police and conservators. None of whom hold with the idea that their technical organizations have a political ideology of any colour.


New public management (NPM) Neo-Marxism Neo-liberalism Professional culture Organizational culture 


  1. Adams, D. (1998). Examining the Fabric of Academic Life: An Analysis of Three Decades of Research on the Perceptions of Australian Academics About Their Roles. Higher Education, 36(4), 421–435. Scholar
  2. AFP. (1997–98). INTERPOL 66th and 67th General Assembly, Australian Federal Police; A1533, Correspondence Files, Annual Single Number Series, 1954–. Canberra: Australian Federal Police.Google Scholar
  3. Benedikter, R. (2004). Privatization of Italian Cultural Heritage. International Journal of Heritage Studies, 10(4), 369–389.CrossRefGoogle Scholar
  4. Bevir, M. (2010). Democratic Governance. Princeton: Princeton University Press.CrossRefGoogle Scholar
  5. Bevir, M., Rhodes, R. A. W., & Weller, P. (2003). Traditions of Governance: Interpreting the Changing Role of the Public Sector. Public Administration, 81(1), 1–17.
  6. Bloch, E. (1986). Organizational Culture and Individual Responsibility for Scientists and Engineers. Technology in Society, 8(4), 259–261. Scholar
  7. Brooks, H., Liebman, L., & Schelling, C. S. (Eds.). (1984). Public-Private Partnership: New Opportunities for Meeting Social Needs. Cambridge: Ballinger Publishing Company.Google Scholar
  8. Bull, B., Bøås, M., & McNeill, D. (2004). Private Sector Influence in the Multilateral System: A Changing Structure of World Governance? Global Governance, 10(4), 481–498.Google Scholar
  9. Chappell, A. T., & Lanza-Kaduce, L. (2010). Police Academy Socialization: Understanding the Lessons Learned in a Paramilitary-Bureaucratic Organization. Journal of Contemporary Ethnography, 39(2), 187–214. Scholar
  10. Cox, R. W., & Jacobson, H. K. (1974). The Framework for Inquiry. In R. W. Cox & H. K. Jacobson (Eds.), The Anatomy of Influence: Decision Making in International Organization (pp. 1–36). New Haven: Yale University Press.Google Scholar
  11. Crank, J. P. (2003). Institutional Theory of Police: A Review of the State of the Art. Policing-An International Journal of Police Strategies & Management, 26(2), 186–207. Scholar
  12. Deflem, M. (2002). The Logic of Nazification: The Case of the International Criminal Police Commission (“Interpol”). International Journal of Comparative Sociology, 43(1), 21–44.CrossRefGoogle Scholar
  13. Dunleavy, P., Margetts, H., Bastow, S., & Tinkler, J. (2006). New Public Management Is Dead – Long Live Digital-Era Governance. Journal of Public Administration Research and Theory, 16(3), 467–494. Scholar
  14. Florman, S. C. (1987). The Civilized Engineer. New York: St. Martin’s Press.Google Scholar
  15. Forrest, A. J. (1955). Interpol. London: Allan Wingate.Google Scholar
  16. Glomseth, R., Gottschalk, P., & Solli-Saether, H. (2007). Occupational Culture as Determinant of Knowledge Sharing and Performance in Police Investigations. International Journal of the Sociology of Law, 35(2), 96–107. Scholar
  17. Hall, C., Scott, C., & Hood, C. (2000). Telecommunications Regulation: Culture, Chaos, and Interdependence Inside the Regulatory Process. London: Routledge.Google Scholar
  18. Hood, C. (1995). Contemporary Public Management: A New Global Paradigm? Public Policy and Administration, 10(2), 104–117.CrossRefGoogle Scholar
  19. Hughes, O. E. (2012). Public Management and Administration: An Introduction. Basingstoke: Palgrave Macmillan.CrossRefGoogle Scholar
  20. Huurdeman, A. A. (2003). The Worldwide History of Telecommunications. Hoboken: Wiley.CrossRefGoogle Scholar
  21. I.10 Johnson, M. (2011). Interview with the Director Telecommunication Standardization Bureau – ITU – 20 May.Google Scholar
  22. I.11 Environmental Crime Manager. (2011). Internview with the Environmental Crime Programme Manager Interpol – June.Google Scholar
  23. I.14 Assistant Director CSDB. (2011). Interview with the Assistant Director, Counterfeit and Secure Documents Branch, Interpol – June.Google Scholar
  24. I.15 Anon. (2011). Interview with Unnamed Official – Apr–July.Google Scholar
  25. I.16 Anon. (2011). Interview with Unnamed Official – Apr–July.Google Scholar
  26. I.17 Antomarchi, C. (2011). Interview with the Director Collections Unit, ICCROM, July 20.Google Scholar
  27. I.19 Bouchenaki, M. (2011). Interview with the Director General ICCROM, July 19.Google Scholar
  28. I.28 Interpol Official. (2011). Interview with Unnamed Interpol Official – June.Google Scholar
  29. I.6 Interpol Official. (2011). Interview with Interpol Official – June.Google Scholar
  30. ICCROM. (1994). ICCROM Newsletter 20 English Edition. Rome: International Centre for the Study of the Preservation and Conservation of Cultural Property.Google Scholar
  31. ICCROM. (1986–1994). PREMA – Ford and Skaggs. ICCROM Files. Rome: International Centre for the Study of the Preservation and the Conservation of Cultural Property.Google Scholar
  32. ICOM. (1984). The Conservator-Restorer – Definition of a Profession [Online]. Paris: International Council of Museums – Committee for Conservation. Available from Accessed 17 Jul 2013.
  33. Interpol. (1956). Constitution & General Regulations as amended to 2008 [Online]. Lyon: ICPO-Interpol Secretariat General. Available from Accessed 9 Sep 2008.
  34. Interpol. (1987, June 22–26). Resolution No.4 – Second-Hand Intaglio Printing Presses, &th International Counterfeit Currency Conference. Lyon: International Criminal Police Organizations.Google Scholar
  35. Interpol. (1997). AGN/66/COM/FIN – Financial Committee Report to the 66th General Assembly Session, General Assembly – 66th Session, 15–21 Oct 1997. New Delhi: International Criminal Police Organization – Interpol.Google Scholar
  36. Interpol. (1998). AGN/67/RES/11 – Techniques and Procedures for Manufacturing Banknotes and Other Security Documents, General Assembly – 67th Session, 22–27 October 1998 1997b. Cairo: International Criminal Police Organization – Interpol.Google Scholar
  37. Interpol. (2009). Vade Mecum. Lyon: ICPO-Interpol Secretariat General.Google Scholar
  38. Interpol. (2011). Project S-Print [Online]. Lyon: ICPO-Interpol Secretariat General. Available from Accessed 31 May 2011.
  39. ITU. (1948–2009). Report on the Activities of the International Telecommunication Union. Geneva: International Telecommunication Union.Google Scholar
  40. ITU. (1992, December 7–23). Documents, International Telecommunication Union Additional Plenipotentiary Conference. Geneva: International Telecommunication Union.Google Scholar
  41. ITU. (2010, October 4–22). Documents, International Telecommunication Union Plenipotentiary Conference. Guadalajara: International Telecommunication Union.Google Scholar
  42. ITU. (2013). ITU Global Directory [Online]. Geneva: International Telecommunication Union. Available from Accessed 30 Apr/1 Jul 2013.
  43. Jacobson, H. K. (1974). ITU: A Potpourri of Bureaucrats and Industrialists. In R. W. Cox & H. K. Jacobson (Eds.), The Anatomy of Influence: Decision Making in International Organization. New Haven: Yale University Press.Google Scholar
  44. Jacobson, P. (2009, August 30). Forging Ahead: The Rise of the Dodgy Euro. Sunday Times, p. 42.Google Scholar
  45. Johnson, M. (2011). Situation Concerning Recommendations Under the Alternative Approval Process (AAP). Geneva: International Telecommunication Union.Google Scholar
  46. Jokilehto, J. (2011). ICCROM and the Conservation of Cultural Heritage: A History of the Organization’s First 50 Years, 1959–2009. Rome: International Centre for the Study of the Preservation and Restoration of Cultural Property.Google Scholar
  47. Kaul, I. (2006). Exploring the Policy Space Between Markets and States: Global Public-Private Partnerships. In I. Kaul & P. Conceição (Eds.), The New Public Finance: Responding to Global Challenges. Oxford: Oxford University Press.CrossRefGoogle Scholar
  48. Keck, C. K. (1964). History and Philosophy of Conservation. Bulletin of the American Group. International Institute for Conservation of Historicand Artistic Works, 5(1), 1–3.CrossRefGoogle Scholar
  49. Laenen, M. (2000). Report of Out-going Director-General 1992–2000 Marc Laenen. ICCROM Newsletter English Edition, 26, 2–5.Google Scholar
  50. Lemoine, J. (1995). The International Civil Servant: An Endangered Species. The Hague: Kluwer Law International.Google Scholar
  51. Mansbach, R., Fergusson, Y. H., & Lampert, D. E. (2006 [1976]). Towards a New Conception of Global Politics. In P Williams, D. M Goldstein, & J. M Shafritz (Eds), Classic Readings and Contemporary Debates in International Relations (3rd ed). Belmont: Thomson Wadsworth.Google Scholar
  52. Nelson, J. (1999, September 12). Ronald Noble; The New Man From Interpol Brings a ’90s Touch to Global Crime Fighting. Los Angeles Times, p. 3.Google Scholar
  53. Osborne, D., & Gaebler, T. (1992). Reinventing Government: How the Entrepeneurial Spirit Is Transforming the Public Sector. Reading: Addison-Wesley Publishing Company Inc.Google Scholar
  54. Prenzler, T. (1997). Is There a Police Culture? Australian Journal of Public Administration, 56(4), 47–56. Scholar
  55. Rhodes, R. A. W. (1991). Introduction. Public Administration, 69(1), 1–2.CrossRefGoogle Scholar
  56. Rhodes, R. A. W. (1996). The New Governance: Governing Without Government. Political Studies, 44(4), 652–667.CrossRefGoogle Scholar
  57. Robinson, J. G., & McIlwee, J. S. (1991). Men, Women, and the Culture of Engineering. The Sociological Quarterly, 32(3), 403–421.CrossRefGoogle Scholar
  58. Sharp, H., Robinson, H., & Woodman, M. (2000). Software Engineering: Community and Culture. IEEE Software, 17(1), 40–47.CrossRefGoogle Scholar
  59. Tallberg, J., Sommerer, T., Squatrito, T., & Jönsson, C. (2013). The Opening Up of International Organizations: Transnational Access in Global Governance. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  60. Van Maanen, J. (1975). Police Socialization. Administrative Science Quarterly, 20(3), 207–228.CrossRefGoogle Scholar
  61. Wright, V. (1994). Reshaping the State: The Implications for Public Administration. West European Politics, 17(4), 102–137.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

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

Personalised recommendations