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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 |
|---|---|
| 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 |
Tabla de Contenidos:
- 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
- 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
- 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
- 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
- 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