From ‘Club of the Rich’ to ‘Globalisation à la carte’? Evaluating Reform at the OECD
| DOI | http://doi.org/10.1111/j.1758-5899.2011.00103.x |
| Author | Judith Clifton,Daniel Díaz‐Fuentes |
| Date | 01 October 2011 |
| Published date | 01 October 2011 |
From ‘Club of the Rich’ to
‘Globalisation à la carte’? Evaluating
Reform at the OECD
Judith Clifton and
Daniel Díaz-Fuentes
Universidad de Cantabria
Abstract
Recognising the declining weight of its members in the world economy, the OECD, formerly known as a ‘club of rich,
industrialised nations’, is undergoing unprecedented organisational reform, including a more inclusive membership
logic, engagement with new global players, and outreach to developing countries, all with a view to guaranteeing its
continued relevance as a central actor in the task of global policy provision. Using the concepts of global public
goods, clubs and models of multilateralism, this article critically evaluates the successes and limits of the OECD’s
reform, arguing that it is adopting a restrictive approach to expansion – globalisation ‘à la carte’. Meaningful reform
towards greater inclusion is apparent in the way research on nonmembers has been mainstreamed, and in its
increased work both with emerging powers and with developing countries. Limits to reform are found in institutional
rigidities including its overrepresentation of Europe and underrepresentation of Asia and other continents, reflected
through staff profiles and membership. These biases may in turn reduce its attractiveness as a global forum to new
players, particularly China.
Policy Implications
•Shifts in the world economy towards the east and the south pose significant challenges to international organisa-
tions, which must ensure that processes of global governance fully involve key actors, in the quest for functional
and legitimate global policy.
•While many international organisations have near universal membership, the OECD was established as a club.
However, it now recognises that it needs to engage key nonmembers in order to help govern the world economy.
•The OECD is casting off its ‘club’ inheritance, particularly in terms of the services it provides, which are increasingly
oriented to serving a broader community beyond members.
•But future reform will be constrained until organisational change under way at the OECD manages to overcome its
‘club’ inheritance, and convinces emerging powers – particularly the BRICS – of the benefits of working with them.
[T]he OECD is changing. It is becoming more
inclusive, more sensitive to diversity and the
many paths that have led to growth and
development …the Organisation’s new global
strategy is increasing its relevance and respon-
siveness to the needs of the international
community (OECD, 2009a, p. 3).
Nor will anyone in the West have the courage
to state another obvious truth: after having
failed in its core mission, the OECD has clearly
become a ‘sunset’ organisation. Its disappear-
ance will have no impact on the developing
world (Mahbubani, 2008, p. 69).
The Organisation for Economic Cooperation and Devel-
opment (OECD) has adopted a bold new mantra in
recent years: to guarantee its global nature and rele-
vance in the architecture of international organisations
(OECD, 2006). Organisational changes towards this aim
have accelerated. Enlargement to Chile, Israel, Slovenia
and Estonia in 2010, bringing membership to 34 coun-
tries, with planned short-term enlargement to Russia, is
rendering the organisation’s traditional bent towards
western countries more diverse in political and economic
terms. Deeper cooperation with important emerging
economies – Brazil, China, India, Indonesia and South
Africa – has been formalised through its ‘enhanced
engagement’ programme, with a view to their possible
Global Policy Volume 2 . Issue 3 . October 2011
ª2011 London School of Economics and Political Science and John Wiley & Sons Ltd. Global Policy (2011) 2:3 doi: 10.1111/j.1758-5899.2011.00103.x
Research Article (special section)
300
To continue reading
Request your trial