Following the end of the Cold War and in the context of globalization, this book examines the extent to which member states dominate decision making in international organizations and whether non-state actors, for example non-governmental organizations and multinational corporations, are influential. The authors assess the new patterns of decision-making to determine whether they are relatively open or closed privileged networks. The organizations examined include the Council of Europe, the United Nations, the EU, G8, the World Trade Organization, International Maritime Organizations, the World Health Organization and the OECD.…mehr
Following the end of the Cold War and in the context of globalization, this book examines the extent to which member states dominate decision making in international organizations and whether non-state actors, for example non-governmental organizations and multinational corporations, are influential. The authors assess the new patterns of decision-making to determine whether they are relatively open or closed privileged networks. The organizations examined include the Council of Europe, the United Nations, the EU, G8, the World Trade Organization, International Maritime Organizations, the World Health Organization and the OECD.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Bob Reinaldo is Senior Lecturer in International Relations at the Nijmegan School of Management, University of Nijmegan. Bertjan Verbeek is Associate Professor of International Relations at the University of Nijmegan, the Netherlands.
Inhaltsangabe
Part One: Introduction and Overview 1. The Issue of Decision Making within International Organisations Bob Reinalda and Bertjan Verbeek Part Two: Leadership 2. The European Commission and the EU Member States as Actors in the WTO Negotiating Process: Decision Making between Scylla and Charibdis Bart Kerremans 3. Framing Decisions in the Council of Europe: An Institutionalist Analysis Jill Lovecy Part Three: Consensus Building 4. Expertise and Political Competence: Consensus Making within the World Trade Organization and the World Meteorological Organization Yves Schemeil 5. The Organization for Economic Cooperation and Development as Ideational Artist and Arbitrator: Reality or Dream? Martin Marcussen Part Four: Organizational Dynamics 6. Groupthink: The IMF, the World Bank and Decision Making Regarding the 1994 Mexican Crisis Ngaire Woods 7. UNHCR's Decision Making on Internally Displaced Persons: The Impact of External Internal Factors on Policy Strategy Raquel Freitas Part Five: Conflicts of Loyalty 8. Are World Leaders Puppets of Puppeteers? The Sherpas of the G7/G8 System Nicholas Bayne 9. An Instituitionalist Perspective on EU Committee Decision Making Jane Trondal Part Six: Policy Windows 10. Sanctions in Reaction to Human Rights Violations: The Impact of Non-State Actors on EU Decision Making Hadewych Hazelzet 11. Framing Decisions in the United Nations: The Exploitation of the Political Opportunity Structure Jutta Joachim Part Seven: Learning Processes 12. Decision Making in the International Maritime Organization: The Case of the STCW 95 Convention Jan Dirks 13. Social Learning with the Precautionary Principle at the European Commision and the Codex Alimentarius Jim Dratwa 14. Patterns of Decision Making Within International Organizations Bob Reinalda and Bertjan Verbeek
Part One: Introduction and Overview 1. The Issue of Decision Making within International Organisations Bob Reinalda and Bertjan Verbeek Part Two: Leadership 2. The European Commission and the EU Member States as Actors in the WTO Negotiating Process: Decision Making between Scylla and Charibdis Bart Kerremans 3. Framing Decisions in the Council of Europe: An Institutionalist Analysis Jill Lovecy Part Three: Consensus Building 4. Expertise and Political Competence: Consensus Making within the World Trade Organization and the World Meteorological Organization Yves Schemeil 5. The Organization for Economic Cooperation and Development as Ideational Artist and Arbitrator: Reality or Dream? Martin Marcussen Part Four: Organizational Dynamics 6. Groupthink: The IMF, the World Bank and Decision Making Regarding the 1994 Mexican Crisis Ngaire Woods 7. UNHCR's Decision Making on Internally Displaced Persons: The Impact of External Internal Factors on Policy Strategy Raquel Freitas Part Five: Conflicts of Loyalty 8. Are World Leaders Puppets of Puppeteers? The Sherpas of the G7/G8 System Nicholas Bayne 9. An Instituitionalist Perspective on EU Committee Decision Making Jane Trondal Part Six: Policy Windows 10. Sanctions in Reaction to Human Rights Violations: The Impact of Non-State Actors on EU Decision Making Hadewych Hazelzet 11. Framing Decisions in the United Nations: The Exploitation of the Political Opportunity Structure Jutta Joachim Part Seven: Learning Processes 12. Decision Making in the International Maritime Organization: The Case of the STCW 95 Convention Jan Dirks 13. Social Learning with the Precautionary Principle at the European Commision and the Codex Alimentarius Jim Dratwa 14. Patterns of Decision Making Within International Organizations Bob Reinalda and Bertjan Verbeek
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