Designing Police: Interpol and the Study of Change in International Organizations
Identifieur interne : 000235 ( Istex/Corpus ); précédent : 000234; suivant : 000236Designing Police: Interpol and the Study of Change in International Organizations
Auteurs : Michael Barnett ; Liv ColemanSource :
- International Studies Quarterly [ 0020-8833 ] ; 2005-12.
English descriptors
- Teeft :
- Antiterrorism, Apolitical, Bresler, Cambridge university press, Ceremonial conformity, Chicago press, Coleman, Core mandate, Cornell university press, Counterterrorism, Cultural congruity, Environmental pressures, European states, Executive committee, External demands, External pressures, Finnemore, Fooner, Formal structure, General assembly, General assembly meeting, General secretariat, Haas, Icpc, Icpo, Institutionalism, International bureau, International environment, International organization, International organizations, International police cooperation, Interpol, Interpol channels, Interpol staff, Jacobson, Jean nepote, Kendall, Legitimacy, Mandate, Material resources, Member states, Michael tierney, Nepote, Nonpolitical, Normative, Normative environment, Organizational, Organizational analysis, Organizational change, Organizational culture, Organizational insecurity, Organizational security, Organizational theory, Other words, Oxford university press, Pfeffer, Police cooperation, Police forces, Police review, Powerful states, Princeton university press, Professional norms, Professional training, Raymond kendall, Resource, Resource base, Resource dependence, Resource dependence approaches, Salancik, Stanford university press, State demands, Strategic actors, Strategic choice, Terrorism, Terrorism cases, Transnational, Transnational police network, Valleix.
Abstract
On those rare occasions when scholars of international organizations (IOs) consider the issue of change, they typically highlight the centrality of states. Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies—acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade‐off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. We apply this framework to the case of Interpol, investigating how different calculations of these trade‐offs led Interpol staff to adopt different strategies depending on its willingness to accept, resist, or initiate changes that demand conformity to external pressures.
Url:
DOI: 10.1111/j.1468-2478.2005.00380.x
Links to Exploration step
ISTEX:18048520618E8CEB90A04587BE31738E2CC2F802Le document en format XML
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Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies—acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade‐off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. 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B<sc>arnett and</sc> L. C<sc>oleman</sc></title><title type="short">Designing Police</title></titleGroup><creators><creator creatorRole="author" xml:id="cr1" affiliationRef="#a1"><personName><givenNames>Michael</givenNames><familyName>Barnett</familyName></personName></creator><creator creatorRole="author" xml:id="cr2" affiliationRef="#a2"><personName><givenNames>Liv</givenNames><familyName>Coleman</familyName></personName></creator></creators><affiliationGroup><affiliation xml:id="a1" countryCode="US"><unparsedAffiliation>University of Minnesota</unparsedAffiliation></affiliation><affiliation xml:id="a2" countryCode="US"><unparsedAffiliation>University of Wisconsin</unparsedAffiliation></affiliation></affiliationGroup><abstractGroup><abstract type="main" xml:lang="en"><p>On those rare occasions when scholars of international organizations (IOs) consider the issue of change, they typically highlight the centrality of states. Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies—acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade‐off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. We apply this framework to the case of Interpol, investigating how different calculations of these trade‐offs led Interpol staff to adopt different strategies depending on its willingness to accept, resist, or initiate changes that demand conformity to external pressures.</p></abstract></abstractGroup></contentMeta><noteGroup><note xml:id="fn39" numbered="no"><p><i>Author's note</i>: Earlier versions of this paper were previously presented at the 2003 Midwest Political Science Association meetings, and the Workshops on Theoretical Synthesis and Scientific Progress in the Study of International Organizations, held in Budapest, Hungary, June 26–28, 2003 and Washington, DC, February 6–7, 2004. We thank Deborah Avant, Martha Finnemore, Jon Pevehouse, Mark Pollack, Michael Tierney, Jana von Stein, Celeste Wallander, Kate Weaver the participants at the workshops, and the editors and anonymous reviewers at ISQ for their extremely helpful critiques and comments.</p></note></noteGroup></header></component></istex:document></istex:metadataXml><mods version="3.6"><titleInfo lang="en"><title>Designing Police: Interpol and the Study of Change in International Organizations</title></titleInfo><titleInfo type="abbreviated" lang="en"><title>Designing Police</title></titleInfo><titleInfo type="alternative" contentType="CDATA" lang="en"><title>Designing Police: Interpol and the Study of Change in International Organizations</title></titleInfo><name type="personal"><namePart type="given">Michael</namePart><namePart type="family">Barnett</namePart><affiliation>University of Minnesota</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Liv</namePart><namePart type="family">Coleman</namePart><affiliation>University of Wisconsin</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><genre type="article" displayLabel="article"></genre><originInfo><publisher>Blackwell Publishing Inc</publisher><place><placeTerm type="text">Malden, USA</placeTerm></place><dateIssued encoding="w3cdtf">2005-12</dateIssued><copyrightDate encoding="w3cdtf">2005</copyrightDate></originInfo><language><languageTerm type="code" authority="rfc3066">en</languageTerm><languageTerm type="code" authority="iso639-2b">eng</languageTerm></language><physicalDescription><internetMediaType>text/html</internetMediaType><extent unit="references">96</extent><extent unit="words">17163</extent></physicalDescription><abstract lang="en">On those rare occasions when scholars of international organizations (IOs) consider the issue of change, they typically highlight the centrality of states. Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies—acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade‐off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. We apply this framework to the case of Interpol, investigating how different calculations of these trade‐offs led Interpol staff to adopt different strategies depending on its willingness to accept, resist, or initiate changes that demand conformity to external pressures.</abstract><relatedItem type="host"><titleInfo><title>International Studies Quarterly</title></titleInfo><genre type="journal">journal</genre><identifier type="ISSN">0020-8833</identifier><identifier type="eISSN">1468-2478</identifier><identifier type="DOI">10.1111/(ISSN)1468-2478</identifier><identifier type="PublisherID">ISQU</identifier><part><date>2005</date><detail type="volume"><caption>vol.</caption><number>49</number></detail><detail type="issue"><caption>no.</caption><number>4</number></detail><extent unit="pages"><start>593</start><end>620</end><total>28</total></extent></part></relatedItem><identifier type="istex">18048520618E8CEB90A04587BE31738E2CC2F802</identifier><identifier type="DOI">10.1111/j.1468-2478.2005.00380.x</identifier><identifier type="ArticleID">ISQU380</identifier><recordInfo><recordContentSource>WILEY</recordContentSource><recordOrigin>Blackwell Publishing Inc</recordOrigin></recordInfo></mods></metadata><serie></serie></istex></record>Pour manipuler ce document sous Unix (Dilib)
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