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Don Heath: IANA's method of working has always been, in fact, to assess what the community, the community . . . the broad Internet stakeholders wanted, and [IANA] would never do anything on its own unless it was acceptable
generally . . . . Jonknows , Postel and IANA know, that they cannot function unless they are meeting the will of the Internet community at large.Anthony Rutkowski: The notion that there is any Internet community is a myth. In fact it's rather the
converse . [Laughter] You've got probably adozen or fifteen different,fairly insular communities that all have to dovetail into that. . . .-Transcript of public hearing on the Green Paper, February 23, 1998
Institutionalization occurs when the parties involved in the exploitation of a resource adopt
The exchange that begins this chapter, between Don Heath, president and chief executive officer of the Internet Society (ISOC) at the time, and Anthony Rutkowski, Heath's predecessor who had become a
Table 8.1 lists key stakeholder groups and describes their interests. By 1998 each of those groups was activated around Internet governance issues. Each had
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1. U.S. Government |
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A highly complex organization subject to multiple points of access and pressure, the U.S. government acted, or rather reacted, as an intermediary for diverse and often conflicting interests. Because the constituencies to which it responded were deeply divided, its main objective was to get rid of the problem without creating serious political liabilities or yielding too much control to foreign interests. |
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2. Network Solutions, Inc. |
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A profit-making firm controlling 70 percent of the global market for domain name registration, it wanted to establish a stable property right over its generic top-level domains or, barring that, to prolong its special market position as long as possible. |
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3. Internet Technical Community |
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Encompasses the original ARPANET elite, the IANA, the Internet Architecture Board, and other leading hierarchs of the IETF, and the founders and staff of RIPE-NCC and AP-NIC. The technical community wanted to maintain its historical control over the Internet's name and address spaces. It also developed an economic interest in DNS management as a source of support for its activities. Overlaps with (4) and (6). |
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4. Research and Education Networking Organizations |
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Administrators and
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5. Trademark and Intellectual Property Interests |
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Major trademark holders opposed expansion of the name space and demanded more effective and inexpensive ways to monitor domain name assignments and enforce their claims of exclusive rights over specific
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6. Large Telecommunications and e-Commerce Corporations |
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Organized around GIP, ITAA, WITSA, and the International Chamber of Commerce, these companies were primarily interested in fostering stable, predictable administration of the Internet while retaining private sector control. Many were also major trademark holders and placed high priority on theintellectual property protection agenda. Included IBM, MCI, AT&T, AOL, France Telecom, and Deutsche Telekom. |
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7. Prospective Market Entrants |
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Businesses seeking entry into the domain name market. This grouping was split into two distinct and opposing stakeholders:
CORE registrars
-smaller, mostly non-U.S. businesses seeking entry into the commercial market for
.com, .net,
and
.org
registrations as registrars and as co-
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8. Local and Regional Internet Service Providers |
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Smaller-scale ISPs and their trade associations, including CIX and ISP/C in the United States, Euro-ISPA, APIA. As consumers of IP addresses lower on the chain than the larger infrastructure providers in (6), this group had an interest in a stable, accountable assignment authority and was
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9. Country Code Registries |
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A highly diverse group encompassing large-scale, private sector
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10. Civil Society and Civil Liberties Organizations |
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Organized public interest groups saw in the domain name wars threats to freedom of expression and a dangerous expansion of intellectual property rights. Included DNRC, EFF, CPSR, ACM, ACLU. |
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11. Intergovernmental Organizations and National
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ITU and WIPO responded to organizational imperatives to
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Between the release of the Green Paper in late January 1998 and the issuance of the final White Paper in June 1998, a subset of the groups listed in table 8.1 formed a 'dominant coalition' capable of driving the institutionalization process to conclusion. This chapter analyzes the origins and composition of the 'dominant
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