A Cultural Perspective On the Structure and Implementation of Global Environmental Agreements

Steve Rayner
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Steve Rayner: Oak Ridge National Laboratory

Evaluation Review, 1991, vol. 15, issue 1, 75-102

Abstract: This article introduces the concept of management frameworks as institutional cultures. Nations and organizations tend to favor one or another of a variety of decision-making styles composed of unique combinations of only three basic types known as hierarchies, markets, and collectives. The decision styles systematically constrain discourse and lead decision makers to frame problems in specific, sometimes incompatible ways. Such constraints affect the selection ofissues for attention, perceptions of urgency, recognition of other stakeholders as legitimate participants in decisions, and preferences for different instruments of policy implementation. The article explores the implications of these decision styles for climate decision making, especially in the context of polycentric management regimes. The article concludes that greater attention to nongovernmental institutional contacts across national boundaries may provide opportunities to conclude and implement global agreements for environmental management.

Date: 1991
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Persistent link: https://EconPapers.repec.org/RePEc:sae:evarev:v:15:y:1991:i:1:p:75-102

DOI: 10.1177/0193841X9101500105

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