Time to react: the efficiency of international organizations in crisis response
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Oxford Univ. Press
2014
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Klappentext |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | X, 252 Seiten graph. Darst. |
| ISBN: | 9780199337118 |
Internformat
MARC
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Datensatz im Suchindex
| _version_ | 1804151778575384576 |
|---|---|
| adam_text | TIME TO REACT
/ HARDT, HEIDI 1983-
: 2014
TABLE OF CONTENTS / INHALTSVERZEICHNIS
1. INTRODUCTION
2. WHY SPEED OF RESPONSE MATTERS
3. DIFFERENCES IN ORGANIZATION RESPONSE RATES
4. INSTITUTIONAL DESIGN IN CRISIS DECISION-MAKING
5. THE IMPACT OF UNSPOKEN RULES AND INTERPERSONAL RELATIONS
6. INFORMAL NORMS: BARRIERS AND FACILITATORS
7. INFORMAL RELATIONS: FRIENDS AND FOES
8. CONCLUSION
APPENDIX
NOTES
REFERENCES
INDEX
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
In conflict—affected regions, delays in
international response
h
aventi ire
consequences
.
Unlike multilateral negotiations
on economic or social issues, the consequences
of* delays in negotiating responses to conflict
are unique in their capacity to directly affect
death tolls. W^hy then do some international
organizations
talee
longer than others to answer
calls for intervention?
To answer this question and explore
options for reform,
Тътгь^
to R^ectct builds on
contemporary scholarship and interview
evidence from 5O ambassadors across four
leading organizations: the .African Union,
European Union, Organization of
States, and the Organization for S>
and Co-operation in Europe. As Heidi
Hardt
demon
strate s
empirically, variation
in speed ultimately lies in core differences
in institutional cultures. Although wealth
and
с
apabilities can strengthen a peace
operation, it is the unspoken rules and social
networks at organizations peace and security
committees that dictate the; pace with wrhich
an operation is established.
This book offers a first analysis of
international organizations and timeliness in
crisis re
spons e
.
Furthermore, it challenges
prevailing as sumptions about how^ security
decision-making occurs in multilateral
settings, showing that individuals, rather
than states, most profoundly affect the
speed of peace negotiations. W^hen elites
negotiate through informal social net^vorks
they are able to resolve crises more quickly.
Interestingly,
Hardt
finds that in times of
crisis ambassadors are more likely to initially
turn to friends within the peace and security
committee rather than to long-time political
or economic allies. Given its findings,
to H-Gcvct suggests important and novel
approaches to institutional design in the:
context of international organizations.
|
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| discipline | Rechtswissenschaft Politologie |
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| spellingShingle | Hardt, Heidi Time to react the efficiency of international organizations in crisis response Internationaler Konflikt (DE-588)4162071-9 gnd Internationale Krise (DE-588)4072883-3 gnd Diplomatie (DE-588)4012402-2 gnd Internationale Organisation (DE-588)4027366-0 gnd Krisenmanagement (DE-588)4127374-6 gnd Effektivität (DE-588)7859045-0 gnd |
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| title | Time to react the efficiency of international organizations in crisis response |
| title_auth | Time to react the efficiency of international organizations in crisis response |
| title_exact_search | Time to react the efficiency of international organizations in crisis response |
| title_full | Time to react the efficiency of international organizations in crisis response Heidi Hardt |
| title_fullStr | Time to react the efficiency of international organizations in crisis response Heidi Hardt |
| title_full_unstemmed | Time to react the efficiency of international organizations in crisis response Heidi Hardt |
| title_short | Time to react |
| title_sort | time to react the efficiency of international organizations in crisis response |
| title_sub | the efficiency of international organizations in crisis response |
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