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Faced with an accelerating climate crisis caused by burning fossil fuels we have to change the way the economy works. We can no longer go on with a system that just maximises private profit without consideration for its effects. Instead we have to conciously plan how to change to a fossil fuel free society.
The need is urgent.
The transformation will be vast.
Nothing similar has been done in the West since the days of wartime mobilisation.
This book explains the basic science of climate change before looking at the transformations needed to our energy and basic industries. It looks at the previous successful history of deliberate planning practiced in the UK from 1939 to the 1960s and how, using modern computing techniques it will be possible to organise resources so as to effect the change.
Global Legitimacy Crises
(2022)
Global Legitimacy Crises addresses the consequences of legitimacy in global governance, in particular asking: when and how do legitimacy crises affect international organizations and their capacity to rule. The book starts with a new conceptualization of legitimacy crisis that looks at public challenges from a variety of actors. Based on this conceptualization, it applies a mixed-methods approach to identify and examine legitimacy crises, starting with a quantitative analysis of mass media data on challenges of a sample of 32 IOs. It shows that some, but not all organizations have experienced legitimacy crises, spread over several decades from 1985 to 2020. Following this, the book presents a qualitative study to further examine legitimacy crises of two selected case studies: the WTO and the UNFCCC. Whereas earlier research assumed that legitimacy crises have negative consequences, the book introduces a theoretical framework that privileges the activation inherent in a legitimacy crisis. It holds that this activation may not only harm an IO, but could also strengthen it, in terms of its material, institutional, and decision-making capacity. The following statistical analysis shows that whether a crisis has predominantly negative or positive effects depends on a variety of factors. These include the specific audience whose challenges define a certain crisis, and several institutional properties of the targeted organization. The ensuing in-depth analysis of the WTO and the UNFCCC further reveals how legitimacy crises and both positive and negative consequences are interlinked, and that effects of crises are sometimes even visible beyond the organizational borders.