Following the end of the Cold War and in the context of globalization, this book examines the extent to which member states dominate decision making in international organizations and whether non-state actors, for example non-governmental organizations and multinational corporations, are influential. The authors assess the new patterns of decision-making to determine whether they are relatively open or closed privileged networks. The organizations examined include the Council of Europe, the United Nations, the EU, G8, the World Trade Organization, International Maritime Organizations, the World Health Organization and the OECD.
Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.
Policy scientists have long been concerned with understanding the basic tools, or instruments, that governments can use to accomplish their goals. The initial interest in inductively developing comprehensive lists of generic instruments for policy analysis soon gave way to efforts to discover more parsimonious, but still useful, specifications of the elementary components out of which instruments can be assembled. Moving from a generic instrument to a fully specified policy alternative, however, requires the designer to go much beyond the elementary components. Rather than directly specifying some of these details, the designer may instead set the rules by which they will be specified. The creation of these specifications and rules can be thought of as institutional design. This book helps scholars and policy analysts formulate more effective policy alternatives by a better understanding of institutional design. The feasibility and effectiveness of policies depend on the political, economic, and social contexts in which they are embedded. These contexts provide an environment of existing institutions that offer opportunities and barriers to institutional design. A fundamental understanding of institutional design requires theories of institutions and institutional change. With a resurgence of interest in institutions in recent years, there are many possible sources of theory. The contributors to this volume draw from the variety of sources to identify implications for understanding institutional design.
This classic work has helped shape the field of international relations and especially influenced scholars interested in how foreign policy is made. At a time when conventional wisdom and traditional approaches are being questioned, and when there is increased interest in the importance of process, the insights of Snyder, Bruck and Sapin have continuing and increased relevance. Prescient in its focus on the effects on foreign policy of individuals and their preconceptions, organizations and their procedures, and cultures and their values, "Foreign Policy Decision-Making" is of continued relevance for anyone seeking to understand the ways foreign policy is made. Their seminal framework is here complemented by two new chapters examining its influence on generations of scholars, the current state of the field, and areas for future research.
International Organizations and the Idea of Autonomy is an exploratory text looking at the idea of intergovernmental organizations as autonomous international actors. In the context of concerns over the accountability of powerful international actors exercising increasing levels of legal and political authority, in areas as diverse as education, health, financial markets and international security, the book comes at a crucial time. Including contributions from leading scholars in the fields of international law, politics and governance, it addresses themes of institutional autonomy in international law and governance from a range of theoretical and subject-specific contexts. The collection looks internally at aspects of the institutional law of international organizations and the workings of specific regimes and institutions, as well as externally at the proliferation of autonomous organizations in the international legal order as a whole. Although primarily a legal text, the book takes a broad, thematic and inter-disciplinary approach. In this respect, International Organizations and the Idea of Autonomy offers an excellent resource for both practitioners and students undertaking courses of advanced study in international law, the law of international organizations, global governance, as well as aspects of international relations and organization.
This volume assesses the importance of international organisations in global governance during the last ten years. The prestigious team of international contributors seek to determine the ways in which IO's contribute to the solution of global problems by influencing international decision-making in ways that go beyond the lowest common denominator of national interests.
The aims of this text are two-fold: to describe and explain US behaviour in and towards a wide range of significant global and regional institutions; and secondly, to examine the impact of US behaviour on the capacity of each organization to meet its own objectives.
Until recently, Political Psychology of International Relations has attracted very few scholars’ attention in explaining states behaviors and attitudes as a juridical person. In reality, international relations scholarly works, especially related to Intergovernmental organizations, have shown that rational, structural, and functional accounts have failed to fully capture the underline nature of these institutions. A poliheuristic approach doesn’t only solve these theoretical shortcomings but also allows for the close examination of states attitudes and behaviors in making choices that would serve as tools for expected interests. This gives a chance to retrospect: how were these bodies created, what were the environmental factors that led to their formations and the nature of founders. Since organizations are adepts of metamorphosis, it is interesting to watch their overall changes. This book present not only the existing views within the subject but also provides additional information which the author has proven to be relevant.
How do international organizations change? Many organizations expand into new areas or abandon programmes of work. Advocacy and Change in International Organizations argues that they do so not only at the collective direction of member states. Advocacy is a crucial but overlooked source of change in international organizations. Different actors can advocate for change: national diplomats, international bureaucrats, external experts, or civil society activists. They can use one of three advocacy strategies: social pressure, persuasion, and 'authority talk'. The success of each strategy depends on the presence of favourable conditions related to characteristics of advocates, targets, issues, and context. Institutionalization of new issues in international organizations as a multi-stage process, often accompanied by contestation. This book demonstrates how the advocacy-focused framework explains the origins of three workstreams of contemporary UN peacekeeping operations: communication, protection, and reconstruction. The issue of strategic communications was promoted by UN officials through the strategy of persuasion. Protection of civilians emerged due to a partially successful social influence campaign by a coalition of elected Security Council members and a subsequent (and successful) persuasion efforts by Canada. Quick impact projects entered peacekeepers' practice as the result of 'authority talk' by an expert panel. The three issues illustrate the diversity of pathways to change in international organizations, representing the top-down, bottom-up, and outside-in pathways. Moreover, they have achieved different degrees of institutionalization in UN's policies, structures, and frameworks: protection of civilians is the most institutionalized, as evidenced by measures to hold peacekeepers accountable for non-implementation, while quick impact projects are the least institutionalized.
