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The recent debate on administrative bodies in international organizations has brought forward multiple theoretical perspectives, analytical frameworks, and methodological approaches. Despite these efforts to advance knowledge on these actors, the research program on international public administrations (IPAs) has missed out on two important opportunities: reflection on scholarship in international relations (IR) and public administration and synergies between these disciplinary perspectives. Against this backdrop, the essay is a discussion of the literature on IPAs in IR and public administration. We found influence, authority, and autonomy of international bureaucracies have been widely addressed and helped to better understand the agency of such non-state actors in global policy-making. Less attention has been given to the crucial macro-level context of politics for administrative bodies, despite the importance in IR and public administration scholarship. We propose a focus on agency and politics as future avenues for a comprehensive, joint research agenda for international bureaucracies.
Despite new challenges like climate change and digitalization, global and regional organizations recently went through turbulent times due to a lack of support from several of their member states. Next to this crisis of multilateralism, the COVID-19 pandemic now seems to question the added value of international organizations for addressing global governance issues more specifically. This article analyses this double challenge that several organizations are facing and compares their ways of managing the crisis by looking at their institutional and political context, their governance structure, and their behaviour during the pandemic until June 2020. More specifically, it will explain the different and fragmented responses of the World Health Organization, the European Union and the International Monetary Fund/World Bank. With the aim of understanding the old and new problems that these international organizations are trying to solve, this article argues that the level of autonomy vis-a-vis the member states is crucial for understanding the politics of crisis management. <br /> Points for practitioners <br /> As intergovernmental bodies, international organizations require authorization by their member states. Since they also need funding for their operations, different degrees of autonomy also matter for reacting to emerging challenges, such as the COVID-19 pandemic. The potential for international organizations is limited, though through proactive and bold initiatives, they can seize the opportunity of the crisis and partly overcome institutional and political constraints.
International organizations (IOs) experience significant variation in their decision-making performance, or the extent to which they produce policy output. While some IOs are efficient decision-making machineries, others are plagued by deadlock. How can such variation be explained? Examining this question, the article makes three central contributions. First, we approach performance by looking at IO decision-making in terms of policy output and introduce an original measure of decision-making performance that captures annual growth rates in IO output. Second, we offer a novel theoretical explanation for decision-making performance. This account highlights the role of institutional design, pointing to how majoritarian decision rules, delegation of authority to supranational institutions, and access for transnational actors (TNAs) interact to affect decision-making. Third, we offer the first comparative assessment of the decision-making performance of IOs. While previous literature addresses single IOs, we explore decision-making across a broad spectrum of 30 IOs from 1980 to 2011. Our analysis indicates that IO decision-making performance varies across and within IOs. We find broad support for our theoretical account, showing the combined effect of institutional design features in shaping decision-making performance. Notably, TNA access has a positive effect on decision-making performance when pooling is greater, and delegation has a positive effect when TNA access is higher. We also find that pooling has an independent, positive effect on decision-making performance. All-in-all, these findings suggest that the institutional design of IOs matters for their decision-making performance, primarily in more complex ways than expected in earlier research.