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This paper seeks to take stock of core arguments in some of the most central governance traditions and to discuss their capacity to deliver solutions. It starts with an appraisal of the strengths and weaknesses of the ideas of market‐, state‐ and civil‐society‐led governance, but also factors in the effect of media and communication as governance arenas in their own right. Then it aims to review core arguments put forward in broader approaches to governance where multiple governance mechanisms are combined.

This is a conceptual paper that reviews central approaches in the governance literature and their ability to further sustainable development. The review is taken as a basis for tentative formulations of new supplementary governance approaches.

Out of the critical analysis the paper distils is an approach to governance that combines three basic elements: First, a re‐interpretation of Montesquieu's principle of checks and balances – applied not only to state institutions, but also to the interplay between the state, markets and civil society. Second, an argument for polyarchic, multilevel governance, where flexible institutional frameworks, at various levels of aggregation, allow actors to jointly engage in developing governance. Third, it argues that open communication may constitute an important governance element. It ends by recognising that global governance, going forward, will include a mix of parallel governance models, in some ways competing for hegemony, but supporting one another in other ways.

The originality/value of the paper lies in its critical assessment of central current governance theories and in its launch of new supplementary governance approaches.

International scientific associations and their surrounding transnational epistemic communities provide a major avenue for intercultural dialogue. International scientific associations belong to the larger family of international non-governmental organizations (INGOs). The number of INGOs has increased much more than that of IGOs, passing from less than 300 at the beginning of the 20th century to several thousand a century later. Some of these organizations, like Amnesty International or the World Wildlife Fund, represent effective pressure groups vis-à-vis global decision makers who are not accountable to larger constituencies challenging governments on specific policy issues. Others, like several international scientific associations, are less visible but play key roles in international cooperation and in the formation of a global civil society and public space. Many INGOs have soft power, given that for many domestic policy issues, from human rights to environmental protection, INGOs are in fact the driving force of the decision-making process and attract citizens into coalitions that bypass national boundaries.

(a) Discussion Papers from the International Institute of Management, Platz der Luftbrucke 1–3, D‐1000 Berlin 42

Hugh Africa returned to South Africa in July 1994 after an absence of 30 years. His deep involvement at all levels of education – from basic to university – covers almost four decades. After obtaining the B.A. and B.A. (Hons) degrees from the University of Natal, he completed the M.A. degree at the University of Leeds and received his Ph.D. at the University of Toronto. He also holds a Natal Teacher's Diploma.

We argue that claims of an entrepreneurial miracle as a description of private sector development in post-communist Europe conflates entrepreneurship with self-employment. The difference between the two hinges on the Weberian distinction between enterprise- and household-centered businesses. We then present two paradigms, the entrepreneurial that emphasizes the first and the post-Fordist that stresses the importance of the second business type, and provide data on businesses and individual motivation of business owners. We find more support for the post-Fordist approach. Then we show that business forms, primarily associated with self-employment have different recruitment patterns and rewards than other, more entrepreneurial forms. We end with a plea to disaggregate the various forms of independent, private sector activity in future research.

The contribution of the present case lies in the critical view that every business actor should exercise – be it general manager, middle management, supervisor or executive – when building a strong organizational culture in corrupt political environments.

The purpose of this case study is to explore the dilemma in which Marcelo Odebrecht, once CEO of Odebrecht, found/determined whether to continue with the business model established by the founders of Odebrecht or take a new path for the organization. After exploring the corrupt acts of Odebrecht and the scope of Operation Lava Jato, the reader can reflect on the importance of organizational culture (according to the three levels proposed by Schein) in the face of the emergence of corruption. By generating discussions about organizational culture, business ethics, political culture and corruption, the organizational culture of Odebrecht is problematized in relation to its real behavior.

Students of administration, business and international business undergraduates and graduates, as well as members of senior management in companies in the infrastructure sector. Also, given the plurality of possible readings, it is recommended that the case also be used in courses or specializations in organizational psychology, organizational sociology or organizational anthropology.

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CSS 5: International Business.