Administrative Styles in the OECD: Bureaucratic Policy-Making beyond Formal Rules

References

• Aberbach, J. D., Putnam, R. D. and Rockman, B. A. (1981). Bureaucrats and politicians in Western democracies. Cambridge, UK: Harvard University Press.
   Google Scholar
• Barnett, M., & Finnemore, M. (1999). The politics, power, and pathologies of international organizations. International Organization, 53(4), 699–732. doi:10.1162/002081899551048
   Web of Science ®Google Scholar
• Barnett, M., & Finnemore, M. (2004). Rules for the world: International organizations in global politics. Ithaca, NY: Cornell University Press.
   Google Scholar
• Bauer, M., & Ege, J. (2016). A matter of will and action: The bureaucratic autonomy of international public administrations. In M. W. Bauer, C. Knill, & S. Eckhard (Eds.), International bureaucracies: Challenges and lessons for public administration research (Ch. 2). Basingstoke, UK: Palgrave Macmillan.
   Google Scholar
• Biermann, F., & Siebenhüner, B. (Eds.). (2009). Managers of global change: The influence of international environmental bureaucracies. Cambridge, MA: MIT Press.
   Google Scholar
• Biermann, F., Siebenhüner, B., & Schreyögg, A. (2009). International organizations in global environmental governance. New York, NY: Routledge.
   Google Scholar
• Bohne, E. (2010). The World Trade Organization: Institutional development and reform. Basingstoke, UK: Palgrave Macmillian.
   Google Scholar
• Brown, R. L. (2010). Measuring delegation. The Review of International Organizations, 5(2), 141–175. doi:10.1007/s11558-009-9076-3
   Web of Science ®Google Scholar
• Busch, P. (2009). The OECD environment directorate: The art of persuasion and its limitations. In F. Biermann & B. Siebenhüner (Eds.), Managers of global change. The influence of international environmental bureaucracies (pp. 75–99). Cambridge, MA: MIT Press.
   Google Scholar
• Carroll, P., & Kellow, A. (2011). The OECD. A study of organisational adaptation. Cheltenham, UK: Edward Elgar Publishing Limited.
   Google Scholar
• Cerny, P. G. (2010). Rethinking world politics: A theory of transnational neopluralism. Oxford, UK: Oxford University Press.
   Google Scholar
• Cox, R., & Jacobsen, H. (1973). The anatomy of influence. Decision-making in international organizations. New Haven, CT: Yale University Press.
   Google Scholar
• Davies, A. F. (1967). The concept of administrative style. Australian Journal of Public Administration, 26(2), 162–173. doi:10.1111/j.1467-8500.1967.tb00141.x
   Google Scholar
• Druckman, J. N. (2001). The implications of framing effects for citizen competence. Political Behavior, 23(3), 225–256. doi:10.1023/A:1015006907312
   Web of Science ®Google Scholar
• Egeberg, M. (1998). Causes of bureaucratic autonomy: The impact of organizational and cultural factors (ARENA Working Papers, WP 98/15).
   Google Scholar
• Egeberg, M. (2012). How bureaucratic structure matters: An organizational perspective. In B. G. Peters & J. Pierre (Eds.), The SAGE handbook of public administration (pp. 157–169). London, UK: Sage Publications.
   Google Scholar
• Elsig, M. (2010). The world trade organization at work: Performance in a member-driven milieu. The Review of International Organizations, 5(3), 345–363. doi:10.1007/s11558-010-9093-2
   Web of Science ®Google Scholar
• Entman, R. M. (1993). Framing: Toward clarification of a fractured paradigm. Journal of Communication, 43(4), 51–58. doi:10.1111/jcom.1993.43.issue-4
   Web of Science ®Google Scholar
• Freeman, G. P. (1985). National styles and policy sectors: Explaining structured variation. Journal of Public Policy, 5(4), 467–496. doi:10.1017/S0143814X00003287
   Google Scholar
• Grigorescu, A. (2010). The spread of bureaucratic oversight mechanisms across intergovernmental organizations. International Studies Quarterly, 54(3), 871–886. doi:10.1111/isqu.2010.54.issue-3
   Web of Science ®Google Scholar
• Hawkins, D. G., Lake, D. A., Nielson, D. L., & Tierney, M. J. (2006). Delegation and agency in international organizations. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Howlett, M. (1991). Policy instruments, policy styles, and policy implementation. National approaches to theories of instrument choice. Policy Studies Journal, 19(2), 1–21. doi:10.1111/psj.1991.19.issue-2
   Web of Science ®Google Scholar
• Howlett, M. (2003). Administrative styles and the limits of administrative reform: A neo-institutional analysis of administrative culture. Canadian Public Administration, 46(4), 471–494. doi:10.1111/j.1754-7121.2003.tb01588.x
   Web of Science ®Google Scholar
• Howlett, M., Ramesh, M. and Perl, A. (2009). Studying public policy. Policy cycles and policy subsystems. Oxford, UK: Oxford University Press.
   Google Scholar
• Joachim, J., Reinalda, B. & Verbeek, B. (2008). International Organizations and Implementation: Enforcers, managers, authorities? Oxon, UK & New York, NY: Routledge.
   Google Scholar
• Jönssen, C., & Tallberg, J. (Eds.). (2010). Transnational actors in global governance. Patterns, explanations and implications. Basingstoke, UK: Palgrave Macmillian.
   Google Scholar
• Knill, C. (1998). European policies: The impact of national administrative traditions. Journal of Public Policy, 18(1), 1–28.
   Google Scholar
• Knill, C. (2001). The Europeanisation of national administrations: Patterns of institutional change and persistence. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Knill, C., & Grohs, S. (2015). Administrative styles of EU institutions. In M. W. Bauer, & J. Trondale (Eds.), The Palgrave handbook on the European administrative system (pp. 93–107). Basingstoke, UK: Palgrave Macmillan.
   Google Scholar
• Lenz, T., Bezuijen, J., Hooghe, L., & Marks, G. (2014). Patterns of international organization: Task specific vs. general purpose. Politische Vierteljahresschrift, 49, 131–155.
   Google Scholar
• Mahon, R., & McBride, S. (2009). The OECD and transnational governance. Vancouver, British Columbia: UBC Press.
   Google Scholar
• Marcussen, M., & Trondal, J. (2011). The OECD civil servant: Caught between Scylla and Charybdis. Review of International Political Economy, 18(5), 592–621. doi:10.1080/09692290.2011.603665
   Web of Science ®Google Scholar
• Martens, K., & Jakobi, A. P. (2010). Introduction: The OECD as an actor in international politics. In K. Martens & A. P. Jakobi (Eds.), Mechanisms of OECD governance: International incentives for national policy-making (pp. 1–25). Oxford, UK: Oxford University Press.
   Google Scholar
• Mayntz, R., & Derlien, H.-U. (1989). Party patronage and politicization of the West German administrative Elite 1970–1987 – Toward hybridization? Governance, 2(4), 384–404. doi:10.1111/gove.1989.2.issue-4
   Google Scholar
• Mitchell, R. B. (2010). International politics and the environment. London, Thousand Oaks, New Delhi & Singapore: Sage Publications.
   Google Scholar
• OECD. (2013, October). Rules of procedure of the organisation. Retrieved from http://www.oecd.org/legal/Rules%20of%20Procedure%20OECD%20Oct%202013.pdf
   Google Scholar
• OECD. (2015, June 7). Relations with civil society: The OECD and civil society. Retrieved from http://oecd.org/about/membersandpartners/publicaffairs/civil-society.htm
   Google Scholar
• OECD. (2015b, June 7). Global relations - Key partners. Retrieved from http://www.oecd.org/globalrelations/keypartners/
   Google Scholar
• Olsen, J. P. (2008). The ups and downs of bureaucratic organization. Annual Review of Political Science, 11(1), 13–37. doi:10.1146/annurev.polisci.11.060106.101806
   Web of Science ®Google Scholar
• Reinalda, B., & Verbeek, B. (Eds.). (2004). Decision making in international organizations. London, UK: Routledge.
   Google Scholar
• Richardson, J. (ed.) (1982). Policy Styles in Western Europe. London, UK: Allen & Unwin.
   Google Scholar
• Scharpf, F. W. (1994). Games real actors could play: Positive and negative coordination in embedded negotiations. Journal of Theoretical Politics, 6(1), 27–53. doi:10.1177/0951692894006001002
   Web of Science ®Google Scholar
• Simon, H. (1997). Administrative behaviour (4th ed.). New York, NY: The Free Press.
   Google Scholar
• Sullivan, S. (1997). From war to wealth: 50 years of innovation. Paris, France: OECD.
   Google Scholar
• Tallberg, J. (2002). Paths to compliance: Enforcement, management, and the European Union. International Organization, 56(3), 609–643. doi:10.1162/002081802760199908
   Web of Science ®Google Scholar
• Tallberg, J., Sommerer, T., Squatrito, T., & Jönsson, C. (2013). The opening up of international organizations: Transnational access in global governance. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Teltemann, J. (2010). The activities of the OECD in international migration: How to become a relevant actor in an emerging policy field. In K. Martens, & A. P. Jakobi (Eds.), Mechanisms of OECD governance: International incentives for national policy-making. Oxford, UK: Oxford University Press.
   Google Scholar
• Trondal, J. (2007). Is the European commission a hothouse for supranationalism? Exploring actor-level supranationalism. Journal of Common Market Studies, 45(5), 1111–1133. doi:10.1111/j.1468-5965.2007.00762.x
   Web of Science ®Google Scholar
• Trondal, J., Marcussen, M., Larsson, T., & Veggeland, F. (2012). Unpacking international organisations. The dynamics of compound bureaucracies. European policy studies. Manchester, UK: Manchester University Press.
   Google Scholar
• Trondal, J., & Veggeland, F. (2013). The autonomy of bureaucratic organisations: An organisation theory argument (ARENA Working Papers, 2013/8).
   Google Scholar
• van Waarden, F. (1995). Persistence of national policy styles: A study of their institutional foundations. In B. Unger & F. van Waarden (Eds.), Convergence or diversity? Farnham, VT: Ashgate Publishing Company.
   Google Scholar
• Vogel, D. (1986). National styles of regulation: Environmental policy in Great Britain and the United States. Ithaca, NY: Cornell University Press.
   Google Scholar
• Wilson, J. Q. (1989). Bureaucracy. New York, NY: Basic Books.
   Google Scholar
• Wlezien, C. (2005). On the salience of political issues: The problem with ‘most important problem. Electoral Studies, 24(4), 555–579. doi:10.1016/j.electstud.2005.01.009
   Web of Science ®Google Scholar
• Woodward, R. (2009). The organisation for economic co-operation and development. London, UK: Routledge.
   Google Scholar
• Xu, Y. & Weller, P. (2008). To See, but Not to Be Seen: Exploring the Impact of International Civil Servants. Public Administration 86(1), 35–51. DOI: 10.1111/j.1467-9299.2007.00706.x
   Web of Science ®Google Scholar
• Zürn, M., Binder, M., & Ecker-Erhardt, M. (2012). International authority and its politicization. International Theory, 4(1), 69–106. doi:10.1017/S1752971912000012
   Web of Science ®Google Scholar