Legitimacy and the privatization of environmental governance : how non-state market-driven (NSMD) governance systems gain rule-making authority
By: CASHORE, Benjamin
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Material type: 
ArticlePublisher: 2002Governance: an International Journal of Policy, Administration and Institutions 15, 4, p. 503-530Abstract: In recent years, transnational and domestic nongovernmental organizations have created non-state market-driven (NSMD) governance systems whose purpose is to develop and implement environmentally and socially responsible management practices. Eschemwing traditional state authority, these systems and their supporters have turned to the market's supply chain to create incentives and force companies to comply. This paper develops an analytical framework designed to understand better the emergence of NSMD governance systems and the conditions under which they may gain authority to create policy. Its theoretical roots draws on pragmatic, moral, and cognitive legitimacy granting distinctions made within organizational sociology, while its empirical focus is on the case of sustainable forestry certification, arguably the most advanced case of NSMD governance globally. The paper argues that such a framework is needed to assess whether thse new private governance systems might ultimately challenge existing state-centered authority and public policy-making processes, and in so doing reshape power relations within domestic and global environmental governance
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
In recent years, transnational and domestic nongovernmental organizations have created non-state market-driven (NSMD) governance systems whose purpose is to develop and implement environmentally and socially responsible management practices. Eschemwing traditional state authority, these systems and their supporters have turned to the market's supply chain to create incentives and force companies to comply. This paper develops an analytical framework designed to understand better the emergence of NSMD governance systems and the conditions under which they may gain authority to create policy. Its theoretical roots draws on pragmatic, moral, and cognitive legitimacy granting distinctions made within organizational sociology, while its empirical focus is on the case of sustainable forestry certification, arguably the most advanced case of NSMD governance globally. The paper argues that such a framework is needed to assess whether thse new private governance systems might ultimately challenge existing state-centered authority and public policy-making processes, and in so doing reshape power relations within domestic and global environmental governance
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