ABSTRACT

This book collects and integrates Abbott and Snidal’s influential scholarship on indirect global governance, with a new analytical introduction that probes the role of indirect governance techniques in the universe of global governance arrangements.

The volume presents the Governance Triangle, a now widely-used figure that demonstrates and helps to assess the proliferation of private and public-private standard-setting organizations, along with new forms of intergovernmental institutions, over recent decades. It then analyzes how intergovernmental organizations, regulatory bodies, and other "global governors" enlist and work through those organizations as intermediaries, so as to govern more effectively and gain knowledge, influence and legitimacy. It demonstrates Abbott’s and Snidal’s groundbreaking concept of orchestration, a mode of indirect governance in which influential governors catalyze, support, and steer intermediary organizations through wholly voluntary relationships. It also considers their more recent innovations in the theory of indirect governance. These include additional modes of governance, such as co-optation, delegation and trusteeship, as well as the pervasive "Governor’s Dilemma" trade-off between a governor’s control of its intermediaries and the intermediaries’ competence.

This book will appeal to scholars and students in multiple disciplines, including international relations, global governance, law, and regulatory studies.

part I|26 pages

Introduction

part II|65 pages

Private institutions and voluntary standards

chapter 3|40 pages

The governance triangle

Regulatory standards institutions and the shadow of the state

part III|117 pages

Orchestration of public and private institutions

chapter 4|45 pages

Strengthening international regulation through Transnational New Governance

Overcoming the orchestration deficit

chapter 5|31 pages

Orchestration

Global governance through intermediaries

chapter 6|27 pages

Orchestrating global governance

From empirical findings to theoretical implications

chapter 7|12 pages

Two logics of indirect governance

Delegation and orchestration

part IV|45 pages

Beyond orchestration

chapter 9|23 pages

Competence versus control

The governor’s dilemma