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Open doors and open questions: interpreting the results of the 1998 ITU Minneapolis Plenipotentiary Conference

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  • MacLean, Donald J.

Abstract

The 1998 ITU Plenipotentiary Conference (PP-98 in ITU jargon) took place in Minneapolis from 12 October to 6 November. As well as electing a new team of officials to lead the organization and establishing a financial envelope for the next four years, PP-98 faced two main issues. The first was to conclude the work begun at the 1992 Geneva Additional Plenipotentiary Conference by amending the ITU Constitution to give greater rights and responsibilities to the ITU's private sector members. The second was to adopt strategic policies and plans to guide the Union into the 21st century. After first situating the Minneapolis conference in the context of the ITU's unique organizational structure, culture and working methods, the paper describes the main results of the Minneapolis conference with respect to these two issues. It highlights constitutional amendments made which open the ITU to greater participation by the private sector, as well as to give non-governmental actors a greater role in providing advice and making decisions on technical issues. The paper then outlines the five strategies adopted by the conference to guide the activities of the Union in the next four years. In conclusion, it attempts to assess the principal challenges facing the ITU in terms of policy and organizational development.

Suggested Citation

  • MacLean, Donald J., 1999. "Open doors and open questions: interpreting the results of the 1998 ITU Minneapolis Plenipotentiary Conference," Telecommunications Policy, Elsevier, vol. 23(2), pages 147-158, March.
  • Handle: RePEc:eee:telpol:v:23:y:1999:i:2:p:147-158
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    Cited by:

    1. Godoe, Helge, 2000. "Innovation regimes, R&D and radical innovations in telecommunications," Research Policy, Elsevier, vol. 29(9), pages 1033-1046, December.
    2. Fritsch Stefan, 2015. "Technological innovation, globalization, and varieties of capitalism: the case of Siemens AG as example for contingent institutional adaptation," Business and Politics, De Gruyter, vol. 17(1), pages 125-159, April.

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