A timely, accessible examination of regional human rights court deterrence that combines data analysis with illustrative examples. It will appeal to a broad and diverse group of scholars and students of human rights, international law, and international relations, as well as human rights activists and practitioners.
A timely, accessible examination of regional human rights court deterrence that combines data analysis with illustrative examples. It will appeal to a broad and diverse group of scholars and students of human rights, international law, and international relations, as well as human rights activists and practitioners.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Jillienne Haglund is Assistant Professor of Political Science at the University of Kentucky. Her work has been published in The Journal of Peace Research, International Studies Perspectives, and Conflict Management and Peace Science. Haglund is also co-author of Violence Against Women and the Law (2015). Her current work has been funded by a three-year National Science Foundation grant.
Inhaltsangabe
1. Introduction 2. Explaining Rregional Human Rights Court Deterrence 3. Examining Patterns of General Regional Court Deterrence 4. Does the Executive have the Capacity to Respond to Adverse Judgments? 5. Is the Executive Willing to Respond to Adverse Judgments? The Role of Mass Public Pressure 6. Is the Executive Willing to Respond to Adverse Judgments? The Role of Elite Pressure 7. Amplified Regional Court Deterrence: High Executive Capacity and High Executive Eillingness 8. Conclusion.
1. Introduction 2. Explaining Rregional Human Rights Court Deterrence 3. Examining Patterns of General Regional Court Deterrence 4. Does the Executive have the Capacity to Respond to Adverse Judgments? 5. Is the Executive Willing to Respond to Adverse Judgments? The Role of Mass Public Pressure 6. Is the Executive Willing to Respond to Adverse Judgments? The Role of Elite Pressure 7. Amplified Regional Court Deterrence: High Executive Capacity and High Executive Eillingness 8. Conclusion.
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