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Greening global governance
(2022)
The last decades have seen a remarkable expansion in the number of International Organizations (IOs) that have mainstreamed environmental issues into their policy scope—in many cases due to the pressure of civil society. We hypothesize that International Non-Governmental Organizations (INGOs), whose headquarters are in proximity to the headquarters of IOs, are more likely to affect IOs' expansion into the environmental domain. We test this explanation by utilizing a novel dataset on the strength of environmental global civil society in proximity to the headquarters of 76 IOs between 1950 and 2017. Three findings stand out. First, the more environmental INGOs have their secretariat in proximity to the headquarter of an IO, the more likely the IO mainstreams environmental policy. Second, proximate INGOs’ contribution increases when they can rely on domestically focused NGOs in member states. Third, a pathway case reveals that proximate INGOs played an essential role in inside lobbying, outside lobbying and information provision during the campaign to mainstream environmental issues at the World Bank. However, their efforts relied to a substantial extent on the work of local NGOs on the ground.
Based upon the current debate on international practices with its focus on taken-for-granted everyday practices, we examine how Security Council practices may affect member state action and collective decisions on intrastate conflicts. We outline a concept that integrates the structuring effect of practices and their emergence from interaction among reflective actors. It promises to overcome the unresolved tension between understanding practices as a social regularity and as a fluid entity. We analyse the constitutive mechanisms of two Council practices that affect collective decisions on intrastate conflicts and elucidate how even reflective Council members become enmeshed with the constraining implications of evolving practices and their normative implications. (1) Previous Council decisions create precedent pressure and give rise to a virtually uncontested permissive Council practice that defines the purview for intervention into such conflicts. (2) A ratcheting practice forces opponents to choose between accepting steadily reinforced Council action, as occurred regarding Sudan/Darfur, and outright blockade, as in the case of Syria. We conclude that practices constitute a source of influence that is not captured by the traditional perspectives on Council activities as the consequence of geopolitical interests or of externally evolving international norms like the ‘responsibility to protect’ (R2P).
Despite high institutional hurdles for constitutional change, one observes surprisingly many EU treaty revisions. This article takes up the questions of what determines whether a treaty provision is successfully changed and why provisions are renegotiated at subsequent Intergovernmental Conferences. The article presents an institutionalist theory explaining success and renegotiation and tests the theory using all core institutional provisions by means of Qualitative Comparative Analysis. The causal analysis shows that low conflict potential of an issue is sufficient for successfully changing the treaties. Furthermore, high conflict potential of an issue and its fundamental change are sufficient for it to be renegotiated.
Analogy-based collective decision-making and incremental change in international organizations
(2021)
We examine how analogy-based collective decision-making of member states contributes to the endogenous emergence of informal rules and the incremental change of international organizations (IOs). Decision-making by analogy is an important characteristic of day-to-day decision-making in IOs. Relating current decisions to previous ones through analogies drives incremental change and simultaneously reinforces organizational resilience. Whereas the foreign policy analysis literature shows that analogies can be used as cognitive shortcuts in fuzzy and complex foreign policy situations, we focus on their use to overcome social ambiguity (indeterminacy) of coordination situations in IOs. Drawing on psychological conceptions, we develop two micro-level mechanisms that elucidate the effects of analogy-based collective decision-making in member-driven IOs. Analogy-based collective decisions emphasizing similarity between a current situation and previous ones follow an established problem schema and produce expansive and increasingly well-established informal rules. Collective decisions that are analogy-based but emphasize a crucial difference follow different problem schemas and trigger the emergence of additional informal rules that apply to new classes of cases. The result is an increasingly fine-grained web of distinct organizational solutions for a growing number of problems. Accordingly, an IO can increasingly facilitate collective decision-making and gains resilience. Empirically, we probe these propositions with a documentary analysis of decision-making in the Yugoslavia sanctions committee, established by the United Nations Security Council to deal with a stream of requests for exempting certain goods or services from the comprehensive economic embargo imposed on Yugoslavia in response to the War in the Balkans.