Advertisement

Conclusion: Comparing Cultural Influences

  • Adam B. Masters
Chapter

Abstract

Comparing the case studies along the lines of cultures, leadership, resources, ideas and global issues reveals how culture motivates, maintains and even inhibits partnerships. The engineering and the organizational culture at the ITU has created a regime of maintenance for their public-private partnerships, their long relationship with the telecommunication industry settled into what works, obviating a need for change. Historically, police culture inhibited Interpol’s partnerships. Even today, this cultural trait still plays a hand in partnering with outsiders. Conservation culture – which grew out of ICCROM – remains oriented toward cooperation and collaboration. These cases provide some theoretical insights into technical organizations – a largely overlooked – but critical – element of global governance.

Keywords

Global governance International Telecommunication Union Interpol International Centre for the Study of the Preservation and Restoration of Cultural Property Professional culture Organizational culture 

References

  1. 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.  https://doi.org/10.1111/1467-9299.00334.CrossRefGoogle Scholar
  2. Bexell, M., & Mörth, U. (Eds.). (2010). Introduction: Partnerships, Democracy and Governance. In M Bexell & U Mörth (Eds.), Democracy and Public-Private Partnerships in Global Governance. Houndsmill: Palgrave Macmillan.Google Scholar
  3. Bloch, E. (1986). Organizational Culture and Individual Responsibility for Scientists and Engineers. Technology in Society, 8(4), 259–261.  https://doi.org/10.1016/0160-791x(86)90015-1.CrossRefGoogle Scholar
  4. Cortell, A. P., & Peterson, S. (2006). Dutiful Agents, Rogue Actors, or Both? Staffing, Voting Rules, and Slack in the WHO and WTO. In D. G. Hawkins, D. A. Lake, D. L. Nielson, & M. J. Tierney (Eds.), Delegation and Agency in International Organizations. Cambridge: Cambridge University Press.Google Scholar
  5. EPA. (2011). Ecole du Patrimoine Africain; At the Service of Development [Online]. Porto Nuovo: Ecole du Patrimoine Africain. Available from http://www.iccrom.org/eng/news_en/2011_en/various_en/10_12_EPAbrochure_en.pdf. Accessed 1 Nov 2011.
  6. Erman, E., & Uhlin, A. (Eds.). (2010). Legitimacy Beyond the State? Re-examining the Democratic Credentials of Transnational Actors. Basingstoke: Palgrave Macmillan.Google Scholar
  7. Florman, S. C. (1987). The Civilized Engineer. New York: St. Martin’s Press.Google Scholar
  8. Hawkins, D. G., Lake, D. A., Nielson, D. L., & Tierney, M. J. (Eds.). (2006). Delegation and Agency in International Organizations. Cambridge: Cambridge University Press.Google Scholar
  9. Hayek, F. (1952). The Counter-Revolution of Science. Glencoe: Free Press.Google Scholar
  10. Hofstede, G. (1997). Cultures and Organizations: Software of the Mind. New York: McGraw-Hill.Google Scholar
  11. Hughes, O. E. (2012). Public Management and Administration: An Introduction. Basingstoke: Palgrave Macmillan.CrossRefGoogle Scholar
  12. Huurdeman, A. A. (2003). The Worldwide History of Telecommunications. Hoboken: Wiley.CrossRefGoogle Scholar
  13. I.25 de Güichen, G. (2011). Interview with a Retired Assistant Director, ICCROM – July 22.Google Scholar
  14. I.28 Interpol Official. (2011). Interview with Unnamed Interpol Official – June.Google Scholar
  15. I.3 Anon. (2011). Interview with Unnamed Official – Apr–July.Google Scholar
  16. I.7 Interpol Official. (2011). Interview with Unnamed Interpol Oficial – June.Google Scholar
  17. ICCROM. (1988). General Assembly: 15th Session: Rome 9–11 May 1988: Minutes, ICCROM Documents: National Library of Australia Collection. Rome: International Centre for the Study of the Preservation and Restoration of Cultural Property.Google Scholar
  18. ICCROM. (1991). General Assembly: 16th Session: Rome 7–9 May 1990: Minutes, ICCROM Documents: National Library of Australia Collection. Rome: International Centre for the Study of the Preservation and Restoration of Cultural Property.Google Scholar
  19. ICCROM. (1986–1994a). PREMA – Australia, Belgium, Canada. ICCROM Files. Rome: International Centre for the Study of the Preservation and the Conservation of Cultural Property.Google Scholar
  20. ICCROM. (1986–1994b). PREMA – Ford and Skaggs. ICCROM Files. Rome: International Centre for the Study of the Preservation and the Conservation of Cultural Property.Google Scholar
  21. ICCROM. (1998). ICCROM Newsletter 24 English Edition. Rome: International Centre for the Study of the Preservation and Conservation of Cultural Property.Google Scholar
  22. ICCROM. (2000). ICCROM Newsletter 26 English Edition. Rome: International Centre for the Study of the Preservation and Conservation of Cultural Property.Google Scholar
  23. ICCROM. (2011). Programme and Budget: 2012–2013 Biennium: Draft. Rome: International Centre for the Study of the Preservation and Restoration of Cultural Property. Available from http://www.iccrom.org/
  24. ITU. (1868). Documents, Conférence télégraphique internationale. Vienna: Bureau international des administrations télégraphiques.Google Scholar
  25. 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
  26. Jönsson, C., & Tallberg, J. (Eds.). (2010). Transnational Actors in Global Governance: Patterns, Explanations, and Implications. Houndsmill: Palgrave Macmillan.Google Scholar
  27. Paun, C. (2013). Globalization of Law Enforcement: A Study of Transnational Public-Private Partnerships Against Intellectual Property Crimes. Doctor Rerum Politicarum, University of Bremen/Jacobs University.Google Scholar
  28. Rhodes, R. A. W. (1991). Introduction. Public Administration, 69(1), 1–2.CrossRefGoogle Scholar
  29. Sharp, H., Robinson, H., & Woodman, M. (2000). Software Engineering: Community and Culture. IEEE Software, 17(1), 40–47.CrossRefGoogle Scholar
  30. 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

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