Introduction: The Modes of Global Governance

Abstract

Scholars in the twenty-first century increasingly describe a transformation in the architecture of global governance: from state-led international organizations to one of partnerships, networks, clubs, and layers populated by nongovernmental organizations, public–private partnerships, private organizations, corporations, and foundations. This introductory chapter tees up the core question for this edited volume: how do we understand these new architectures, and how do they reflect the changing relations between the actors involved in contemporary global governance? In order to better understand whether and how relations among the now myriad key actors have changed, it uses the lens of modes of governance, and focuses the analysis on three ideal-typical modes drawn from economic and sociological institutionalism. Hierarchical modes are characterized by top-down, centralized, organizational forms. Market modes are organized around non-hierarchical principles that regulate relatively independent actors. Network modes are characterized by relatively interdependent actors with a common purpose that voluntarily negotiate their rules through bargaining and persuasion. The chapter argues that the transformations in global governance are better understood not in terms of changes in actors but rather changes in relations among actors. It reviews the various forces behind the change, and emphasizes the necessity of examining both structures and preferences.