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The Making of the World How International Organizations Shape Our Future
International Organizations (IOs) were designed to provide global public goods, among which security for all, trade for the richest, and development for the poorest. Their very existence is now a promise of success for the cooperative turn in international relations. Although the IO network was once...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Leverkusen-Opladen
Verlag Barbara Budrich
2023
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| Edición: | 1st. |
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Schemeil, Yves |c Prof. |e author. | |
| 245 | 1 | 4 | |a The Making of the World |b How International Organizations Shape Our Future |c Yves Schemeil. |
| 250 | |a 1st. | ||
| 264 | 1 | |a Leverkusen-Opladen |b Verlag Barbara Budrich |c 2023 | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 online resource (406 pages) | ||
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| 500 | |a Introduction The Institutional PuzzleMethodological Solutions The Network Growth Model The Spirit of the Book Part 1. What IOs Are and What We Think We Know1 The Conventional Wisdom, First Cut: The Classics1.1 A Taste for Typologies 1.2 An Exclusive Focus on IOs/States Relations 1.3 To Sum Up2 The Conventional Wisdom, Second Cut: The Mavericks 2.1 Rejuvenating Old Paradigms 2.2 Bringing in New Paradigms 2.3 Discovering Organizational Mechanics 2.4 To Sum UpPart 2. IOs as Complex Organizations3 Homogenization and Hegemonization 3.1 Diversity 3.2 Similarity 3.3 To Sum Up4 Centralization and Decentralization 4.1 Headquarters Matter! On the Importance of Being Central 4.2 Bottom Up, Top Down, or What? 4.3 To Sum Up10Part 3. A Predictive Model of IOs' Behaviour 5 Explanatory Factors and Drivers of Change 5.1 External and Internal Change5.2 Leadership, Management Styles, and Innovation 5.3 Organic and Cognitive Organizations 5.4 To Sum Up6 The Trade-off Between Resilience and Performance 6.1 What Are the Relevant Indicators of Success? 6.2 Towards New Standards of Performance6.3 To Sum Up7 Genesis and Expansion 7.1 Genesis: How It All Started 7.2 Drivers of Expansion 7.3 To Sum UpPart 4. From Competition to Cooperation 8 Too Big to Fail: From Expansion to Dissolution 8.1 Mandate Overlap 8.2 Survival Strategies 8.3 Death at the Crossroads 8.4 To Sum Up9 Coordination, Collaboration, and Cooperation: HowDifferent Really? 9.1 Partnership Models 9.2 All in the Family: The Rush Towards Coordination 9.3 Accommodating Strangers: Occasional Collaboration 9.4 Pooling Resources: Acceptance of Full Cooperation9.5 To Sum Up10 The Taming of the Shrew: Avoiding the Other 10.1 A Shakespearian Dilemma: To Coordinate or not to BeCoordinated? 10.2 The Great Fear: Side-lined, Shut Down, or Merged? 10.3 To Sum Up.11 From Clusters to Networks 11.1 How Clusters Give Birth to Complex Organized Systems 11.2 Meta-organizations and their Limits 11.3 From Meta-organizations to Networks 11.4 To Sum Up12 The Nature of Organizational Networks 12.1 How Much "Publicness" in International Organizations? 12.2 Going Hybrid 12.3 Interorganizational Networks 12.4 To Sum Up13 The Properties of Organizational Networks 13.1 From Transaction Costs to Coordination Costs 13.2 The Threshold Effect and the End of Politics 13.3 To Sum UpPart 5. How Likely is any Institutionalization of the World? 14 A Changing Structure 14.1 A Pivot Towards the Global South 14.2 The Coining of Fair Norms 14.3 The End of Securitization 14.4 To Sum Up15 Is Institutionalized Globalization Inevitable? 15.1 A Likely Future: Plurilateralism Rules the World 15.2 Unlikely Alternatives: New Despotism andNew Medievalism 15.3 Likable Options: Constitutional Adaptation 15.4 To Sum Up.16 Towards a World Government 16.1 Is Hobbes' Constant as Limiting as Light Speed? 16.2 Making Bull's Dream Come True?16.3 Is Wendt's Recognition Process Working? 16.4 Neither Micro nor Macro: A Mesocosmic World 16.5 Wrap up: From Warfare to Welfare and Back 17 Conclusion. What We Have Achieved and What Remains toBe Done17.1 Do Limitations Weaken the Explanatory Power of theNetwork Growth Model? 17.2 Do Success Stories Suffice to Explain InternationalOrganization and Organizations? 17.3 Beyond Research: Will this Book Be Helpful? Afterword Appendixes Appendix 1: Primary sources Appendix 2: Methodology Appendix 3: List of interviewsReference list Subject Index | ||
| 520 | |a International Organizations (IOs) were designed to provide global public goods, among which security for all, trade for the richest, and development for the poorest. Their very existence is now a promise of success for the cooperative turn in international relations. Although the IO network was once created by established powers, rising states can hardly resist the massive production of norms that their governments can be reluctant to respect without being able to discard them. IOs are omnipresent, and exert great influence on the world as we know it. However, rulers and ruled are hardly aware of such compelling and snowballing processes. Yves Schemeil uses his in-depth knowledge of IOs to analyze their current impact on international relations, on world politics, and their potential of shaping the global future. | ||
| 521 | |a Researchers and lecturers in political science as well as international organizations and networks. | ||
| 545 | 0 | |a Yves Schemeil is professor emeritus of global and comparative politics and works in Grenoble, France. http://yves-schemeil.sciencespo-grenoble.fr. | |
| 588 | 0 | |a Vendor-supplied metadata. | |
| 505 | 0 | |a Frontmatter -- Cover -- Yves Schemeil: The Making of the World -- Preface -- Table of Contents -- Table of Graphs, Figures, Boxes and Tables -- List of Acronyms -- Introduction -- Part 1. What IOs Are and What We Think We Know -- 1 The Conventional Wisdom, First Cut: The Classics -- 1.1 A Taste for Typologies -- 1.1.1 Seminal Sources -- 1.1.2 What the Textbooks (Do Not) Say -- 1.2 An Exclusive Focus on IOs/States Relations -- 1.2.1 Cooperation Limited to States -- 1.2.2 Ancillary IOs? -- 1.3 To Sum Up -- 2 The Conventional Wisdom, Second Cut: The Mavericks -- 2.1 Rejuvenating Old Paradigms | |
| 505 | 8 | |a 2.2 Bringing in New Paradigms -- 2.2.1 Contractualism -- 2.2.2 Principal/Agent -- 2.3 Discovering Organizational Mechanics -- 2.3.1 Neo-institutionalist Views of Bureaucracy -- 2.3.2 Organization Theorists Step in -- 2.4 To Sum Up -- Part 2. IOs as Complex Organizations -- 3 Homogenization and Hegemonization -- 3.1 Diversity -- 3.1.1 Standards of Classification -- 3.1.2 From Diversity to Similarity -- 3.2 Similarity -- 3.2.1 Homogenization -- 3.2.2 Hegemony vs. Harmony -- 3.3 To Sum Up -- 4 Centralization and Decentralization -- 4.1 Headquarters Matter! On the Importance of Being Central | |
| 505 | 8 | |a 4.1.1 Where is Actual Power Located? -- 4.1.2 Day to Day (Bureaucratic) Work vs. Solemn (Ministerial) Events -- 4.2 Bottom Up, Top Down, or What? -- 4.2.1 Regional Offices and Field Operations -- 4.2.2 Multistakeholderism -- 4.3 To Sum Up -- Part 3. A Predictive Modelof IOs' Behaviour -- 5 Explanatory Factors and Drivers of Change -- 5.1 External and Internal Change -- 5.1.1 Environmental Constraints and Opportunities -- 5.1.2 The Growing Popularity of NPM Among IOs Staff -- 5.2 Leadership, Management Styles, and Innovation -- 5.2.1 Transformational and Transactional Leadership -- 5.2.2 Slack | |
| 505 | 8 | |a 5.2.3 Ambidexterity -- 5.3 Organic and Cognitive Organizations -- 5.3.1 From Mechanistic to Cognitive Organizations -- 5.3.2 Are IOs Organic or What? -- 5.4 To Sum Up -- 6 The Trade-off Between Resilience and Performance -- 6.1 What Are the Relevant Indicators of Success? -- 6.1.1 Budgeting -- 6.1.2 Marketing -- 6.1.3 Accounting -- 6.1.4 Auditing -- 6.2 Towards New Standards of Performance -- 6.2.1 Global Commons -- 6.2.2 Global Corporate Social Responsibility -- 6.2.3 Global Ethics -- 6.3 To Sum Up -- 7 Genesis and Expansion -- 7.1 Genesis: How It All Started -- 7.1.1 Trade before the WTO | |
| 505 | 8 | |a 7.1.2 Weather forecasting before the WMO -- 7.1.3 Intellectual Property before the WIPO -- 7.2 Drivers of Expansion -- 7.2.1 Expand or Perish: Varieties of Expansion -- 7.2.2 Mandate Volatility -- 7.2.3 Mandate Enlargement: The Only Game in Town -- 7.3 To Sum Up -- Part 4. From Competition to Cooperation -- 8 Too Big to Fail: From Expansion to Dissolution -- 8.1 Mandate Overlap -- 8.1.1 Enhancement -- 8.1.2 From Interference to Encroachment -- 8.2 Survival Strategies -- 8.2.1 Three Strategies -- 8.2.2 A View from IGOs (WTO, IAEA) -- 8.2.3 The NGO Case -- 8.3 Death at the Crossroads | |
| 590 | |a JSTOR |b Books at JSTOR All Purchased | ||
| 590 | |a JSTOR |b Books at JSTOR Demand Driven Acquisitions (DDA) | ||
| 650 | 0 | |a International agencies. | |
| 650 | 0 | |a International relations. | |
| 650 | 6 | |a Organisations internationales. | |
| 650 | 6 | |a Relations internationales. | |
| 650 | 7 | |a international organizations. |2 aat | |
| 650 | 7 | |a international relations. |2 aat | |
| 650 | 7 | |a International agencies |2 fast | |
| 650 | 7 | |a International relations |2 fast | |
| 653 | |a Organisationen | ||
| 653 | |a organizations | ||
| 653 | |a networks | ||
| 653 | |a Netzwerke | ||
| 653 | |a global studies | ||
| 653 | |a international organziations | ||
| 653 | |a Internationale Organisationen | ||
| 653 | |a IO | ||
| 653 | |a international relations | ||
| 653 | |a Internationale Beziehungen | ||
| 653 | |a Außenpolitik | ||
| 653 | |a world politics | ||
| 653 | |a global future | ||
| 653 | |a Globale Zukunft | ||
| 653 | |a interstate conflicts | ||
| 653 | |a Zwischenstaatliche Konflikte | ||
| 653 | |a global public | ||
| 653 | |a Globale Öffentlichkeit | ||
| 653 | |a IO-Netzwerk | ||
| 653 | |a trade for the richest | ||
| 653 | |a development for the poorest | ||
| 653 | |a IO network | ||
| 653 | |a snowballing processes | ||
| 776 | 0 | 8 | |i Print version: |z 9783847421467 |
| 856 | 4 | 0 | |u https://jstor.uam.elogim.com/stable/10.2307/jj.2430380 |z Texto completo |
| 938 | |a Verlag Barbara Budrich |b VBBG |n 12869 | ||
| 938 | |a ProQuest Ebook Central |b EBLB |n EBL30499545 | ||
| 994 | |a 92 |b IZTAP | ||