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Reversal of fortune: How early choic...

Auld, Graeme.

Reversal of fortune: How early choices can alter the logic of market-based authority.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Reversal of fortune: How early choices can alter the logic of market-based authority.
Author:	Auld, Graeme.
Description:	579 p.
Notes:	Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2211.
Notes:	Adviser: Benjamin Cashore.
Contained By:	Dissertation Abstracts International70-06A.
Subject:	Political Science, General.
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3361869
ISBN:	9781109206081

Reversal of fortune: How early choices can alter the logic of market-based authority.
Auld, Graeme.

Reversal of fortune: How early choices can alter the logic of market-based authority. - 579 p.

Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2211.

Thesis (Ph.D.)--Yale University, 2009.

Over the past two decades, non-state certification systems have emerged to promote business practices that provide collective benefits, such as improved environmental conditions or equitable terms of economic exchange. Because they are voluntary and they require costly changes in production practices, a simple model predicts that market demand and enforcement of compliance are needed for any given certification program to provide improved environmental or social conditions. However, examining the history of certification programs in the coffee, forest, and fishery sectors reveals a more complicated pattern. The simple model is not wrong, but it is incomplete: it does not tell us which organization will provide the information and trust necessary to reward companies that undergo costly changes to their practices. This means that focusing only on incentives to get participants involved and ensuring they pass program requirements, fails to recognize that the program itself may be the locus of political contest.

ISBN: 9781109206081Subjects--Topical Terms:

212408
Political Science, General.

Reversal of fortune: How early choices can alter the logic of market-based authority.
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245 1 0 $a Reversal of fortune: How early choices can alter the logic of market-based authority.
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500 $a Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2211.
500 $a Adviser: Benjamin Cashore.
502 $a Thesis (Ph.D.)--Yale University, 2009.
520 $a Over the past two decades, non-state certification systems have emerged to promote business practices that provide collective benefits, such as improved environmental conditions or equitable terms of economic exchange. Because they are voluntary and they require costly changes in production practices, a simple model predicts that market demand and enforcement of compliance are needed for any given certification program to provide improved environmental or social conditions. However, examining the history of certification programs in the coffee, forest, and fishery sectors reveals a more complicated pattern. The simple model is not wrong, but it is incomplete: it does not tell us which organization will provide the information and trust necessary to reward companies that undergo costly changes to their practices. This means that focusing only on incentives to get participants involved and ensuring they pass program requirements, fails to recognize that the program itself may be the locus of political contest.
520 $a Guided by this premise and insights from work on institutional path dependence, the dissertation builds an analytical framework for examining the initiation of programs, their consolidation over time, and sector-level patterns that emerge, through copying and competition. It investigates these processes in the coffee, fishery, and forest sectors, which provide variation in the original design of programs, the lime programs have taken to become globally applicable, and the patterns of programs that emerged at the sector level.
520 $a The research exploits these differences to reveal how overlooked aspects of program design shape the internal development of programs and the patterns of emergence at the sector level. It underlines how different starting points pose separate challenges for program founders. Those programs that started global faced the "top down" challenge of courting potential supporters and preventing entry by competitor programs. Those programs that started locally faced similar threats of competitive entry but also faced the "bottom up" challenge of finding means to coordinate pre-existing standards-development and auditing efforts. Identifying and accounting for these differences serves to make sense of otherwise puzzling differences in the patterns of development across the analyzed sectors and programs.
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