Institutional failure remains an important blind spot in the private governance literature. In this article we argue that a focus on scope conditions alone cannot explain why some programs thrive while others cease to exist. Studying the now-defunct Marine Aquarium Council—a certification program for coral reef protection—we adopt an institutional-process approach to fill this gap. Our main points can be summarized in a two-step argument: First, we argue that the scope conditions of private governance are partly endogenous to these processes. Through making strategic decisions, private governance programs have a certain level of control over their environment, and thus over the scope conditions under which they operate. Second, initial choices often unfold path dependencies over time. By tracing the evolution of the Marine Aquarium Council, we illustrate the program’s “mission creep” and the “vicious cycle” of self-reinforcing activity that culminated in its failure.

Are emerging markets undermining private environmental governance? In the past, most trade in agricultural commodities occurred between developed and developing countries, but in recent years the volume of South-South trade has increased significantly. The booming demand from emerging markets for food, feed, and fiber is now a key driver behind agricultural expansion, causing large-scale deforestation and biodiversity loss in the tropics. By examining the case of palm oil, this article argues that existing private governance institutions are not well equipped to deal with this crisis. They continue to operate on the basis of a North-South trade model, trying to leverage the market power of big-brand companies to achieve their sustainability goals. However, the effectiveness of this mechanism is increasingly undermined by the rise of South-South trade and the different structure and institutional context of emerging market value chains.