The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …

The World Is Flat: A Brief History of the Twenty-First Century

Public–private partnerships (PPPs) have long been advocated and analyzed as organizational solutions to pressing societal problems that call for the comparative advantages of government, business, and civil society. However, ongoing questions remain about how to design, manage, and assess PPPs. The large literature on PPPs suffers from conceptual imprecision, and is weakly integrated. This article seeks to address these problems. It offers a discussion of partnership definitions and builds a framework that examines the features of PPPs as they relate to achieving particular purposes: policy, service delivery, infrastructure, capacity building, and economic development. The article summarizes the contributions to the symposium: social enterprise PPPs that target poverty reduction, health service delivery partnerships with faith-based organizations, diasporas as partners for international development, the Extractive Industries Transparency Initiative, and the Better Factories Cambodia partnership. In examining cross-cutting themes, the analysis focuses on publicness and potential to promote international norms associated with good governance. Conclusions address the role of new partners in PPPs, the difficulties in finding a balance of interests and incentives among partners, the implications of embodying and promoting international good governance norms and values, the different sources of authority that operate within PPPs, and the trade-offs among PPPs' advantages. Copyright © 2011 John Wiley & Sons, Ltd.

Public–private partnerships: Perspectives on purposes, publicness, and good governance

In a globalizing world, governments are not always able or willing to regulate the social and environmental externalities of global business activities. Multi-stakeholder initiatives (MSI), defined as global institutions involving mainly corporations and civil society organizations, are one type of regulatory mechanism that tries to fill this gap by issuing soft law regulation. This conceptual paper examines the conditions of a legitimate transfer of regulatory power from traditional democratic nation-state processes to private regulatory schemes, such as MSIs. Democratic legitimacy is typically concerned with input legitimacy (rule credibility, or the extent to which the regulations are perceived as justified) and output legitimacy (rule effectiveness, or the extent to which the rules effectively solve the issues). In this study, we identify MSI input legitimacy criteria (inclusion, procedural fairness, consensual orientation, and transparency) and those of MSI output legitimacy (rule coverage, efficacy, and enforcement), and discuss their implications for MSI democratic legitimacy.

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Input and output legitimacy of multi-stakeholder initiatives

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=3322&context=soss_research

Who governs energy? The challenges facing global energy governance

Scholars describe the proliferation of sustainability standards by multi-stakeholder initiatives as part of an organizational field for sustainability. The aim of this article is to gain a better understanding of the institutionalization process of this global organizational field by focusing on the case of the ISEAL Alliance (the global association for sustainability standards). We show how ISEAL puts specific strategies into place to both reinforce and expand the role and influence of sustainability standards. This institutional entrepreneurship consists primarily of two dimensions: institutionalizing macro-standards based on a market-driven and procedural vision of sustainability; and simultaneously legitimating both the tools and ISEAL through internal and external enrolments and entanglements. The characterization of ISEAL's activities in this way brings politics back into the analysis of sustainability standard-related technical debates and extends our understanding of how the micro-dynamics within organizational fields are interdependent upon macro-dynamics outside organizational fields. (Resume d'auteur)

https://onlinelibrary.wiley.com/doi/pdf/10.1111/rego.12028

Politics of private regulation: ISEAL and the shaping of transnational sustainability governance

This significant study discusses the emergence of partnerships for sustainable development as an innovative, and potentially influential, new type of governance. With contributions from leading experts in the field, the ‘partnership paradigm’ is discussed and the contributors explore the process, extent and circumstances under which partnerships can improve the legitimacy and effectiveness of governance for sustainable development.

Steve Waddell

Papers

Multi-stakeholder global networks: Emerging systems for the global common good

Multi-Stakeholder Global Networks: Emerging Systems for the Global Common Good