In Chapter 12 of FSR, we tie the broad lessons of the book together in order to help you on your way to producing compelling research. In the last chapter of this companion book, we have some exercises for you to get you moving in this direction.

Chapter seven examines cultural production and religious institutions in seventeenth-century royal courts, both Muslim and Hindu. Beginning with art and architecture commissioned by Jahangir and Shah Jahan, we then discuss elite lifestyles of both men and women. The opulence of court life attracted international visitors and led to cultural exchange leading to the introduction of chilis and other American plants. Next we examine non-Mughal cultural production in Rajput kingdoms whose attitudes toward the Mughals varied. Lifestyles of elite Rajput and Nayaka women are examined next, before we consider the courtly skills and sciences, such as letter-writing and astrology, that were admired in the Deccan sultanates, where literature with Sufi themes flourished. Royal patronage of three religious sites concludes the chapter.

Chapter one introduces South Asia’s people, geography, and history until the late twelfth century, and examines indigenous religious traditions as well as ones introduced by forces from Central Asia and the Iranian world. For India, by which we mean historic South Asia, we discuss differences in the north and south by focusing on Chandella patronage in north India of temples at Khajuraho, and Chola rule in south India and the construction of the Rajarajeshvara temple in Thanjavur. Contemporary with the construction of the Rajarajeshvara temple is Mahmud of Ghazni’s rise to power in what is modern Afghanistan and his subsequent raids into India. While Ghaznavid sway over India was short-lived it paved the way for the introduction of Islam and Ghurid dominance.

Chapter 4 examines the ways that transnational regulatory regimes are organized and governed. It also explores how the tension explored in Chapter 3 between a functional concern for efficacy and a functional concern for interest balancing finds resonance in a tension between a regime adopting a more exclusivist form of governance called the ‘club model’ or a more inclusive form of governance the chapter refers to as the ‘pluralist model’ – with the pluralist model being further divided into a more hierarchical form called the multi-stakeholder initiative, and a more decentralized form called networks. All have their own set of comparative advantages and disadvantages. Also explored is how the interaction between these two models of governance, on the one hand, and the two kinds of regulatory functions explored in Chapter 3, on the other, can give rise to issues of ‘operational legitimacy’. Finally, Chapter 4 investigates efforts to constrain possible abuses of power by transnational governance regimes, much like public law works to constrain possible abused of power by domestic governments. These efforts are generally referred to as ‘global administrative law’.

Chapter 5 examines both the enforcement of transnational regulation and the ways it is resisted. Its analysis revolves around a particular model for regulatory enforcement developed by John Braithwaite and Ian Ayers called the ‘regulatory pyramid’. This involves first focusing on cooperative enforcement, moving on to the employment of negative incentives when these cooperative efforts fail, and culminating in punitive enforcement involving social and/or economic incapacitation when negative incentives fail. Transnational regulatory regimes frequently evince a similar structuring of their enforcement activities, which generally start with negotiation and persuasion, move up to incentive-based enforcement techniques such as reputational enforcement, and sometime moving even further to incapacitating enforcement techniques such as expulsion or blacklisting. How a regime structures its ‘regulatory pyramid’ can have significant impact on its organizational legitimacy. Chapter 5 also explores the techniques regulatory subjects use resist regulatory obligations – including indifference, ‘creative compliance’, and overt challenge.