@phdthesis{Lange2018,
  author    = {Lange, Anne},
  title     = {On a small scale},
  school      = {Universit{\"a}t Potsdam},
  pages     = {337},
  year      = {2018},
  abstract  = {This study argues that micro relations matter in peacekeeping. Asking what makes the implementation of peacekeeping interventions complex and how complexity is resolved, I find that formal, contractual mechanisms only rarely effectively reduce complexity - and that micro relations fill this gap. Micro relations are personal relationships resulting from frequent face-to-face interaction in professional and - equally importantly - social contexts. This study offers an explanation as to why micro relations are important for coping with complexity, in the form of a causal mechanism. For this purpose, I bring together theoretical and empirical knowledge: I draw upon the current debate on 'institutional complexity' (Greenwood et al. 2011) in organizational institutionalism as well as original empirical evidence from a within-case study of the peacekeeping intervention in Haiti, gained in ten weeks of field research. In this study, scholarship on institutional complexity serves to identify theoretical causal channels which guide empirical analysis. An additional, secondary aim is pursued with this mechanism-centered approach: testing the utility of Beach and Pedersen's (2013) theory-testing process tracing. Regarding the first research question - what makes the implementation of peacekeeping interventions complex -, the central finding is that complexity manifests itself in the dual role of organizations as cooperation partners and competitors for (scarce) resources, turf and influence. UN organizations, donor agencies and international NGOs implementing peacekeeping activities in post-conflict environments have chronic difficulty mastering both roles because they entail contradictory demands: effective cooperation requires information exchange, resource and responsibility-sharing as well as external scrutiny, whereas prevailing over competitors demands that organizations conceal information, guard resources, increase relative turf and influence, as well as shield themselves from scrutiny. Competition fuels organizational distrust and friction - and impedes cooperation. How is this complexity resolved? The answer to this second research question is that deep-seated organizational competition is routinely mediated - and cooperation motivated - in micro relations and micro interaction. Regular, frequent face-to-face interaction between individual organizational members generates social resources that help to transcend organizational distrust and conflict, most importantly familiarity with each other, personal trust and belief in reciprocity. Furthermore, informal conflict mediation and control mechanisms - namely, open discussion, mutual monitoring in direct interaction and social exclusion - enhance solidarity and mutual support.},
  language  = {en}
}
@book{HuefnerSiebernsWeiss2012,
  author    = {H{\"u}fner, Klaus and Sieberns, Anne and Weiß, Norman},
  title     = {Menschenrechtsverletzungen: Was kann ich dagegen tun?},
  edition   = {3., aktualisierte u. erw.},
  publisher = {UNO-Verlag},
  address   = {Bonn},
  isbn      = {978-3-923904-69-3},
  publisher      = {Universit{\"a}t Potsdam},
  pages     = {440},
  year      = {2012},
  abstract  = {Das Handbuch informiert {\"u}ber die Menschenrechtsinstitutionen und -verfahren der Vereinten Nationen, der UNESCO und der ILO sowie des Europarates und der Europ{\"a}ischen Union. Die erste Auflage erschien 1998, die jetzt vorliegende dritte Auflage wurde erweitert und aktualisiert. Das Buch bietet neben den erkl{\"a}renden Texten auch Formbl{\"a}tter f{\"u}r Beschwerden, Adressen, Literaturhinweise und grafische Darstellungen. Das Werk richtet sich unter anderem an Studierende, Menschenrechtsakteure, Personen, die Rechtsschutz suchen und deren Rechtsbeist{\"a}nde.},
  language  = {de}
}