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Time to ReactThe Efficiency of International Organizations in Crisis Response$
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Heidi Hardt

Print publication date: 2014

Print ISBN-13: 9780199337118

Published to Oxford Scholarship Online: January 2014

DOI: 10.1093/acprof:oso/9780199337118.001.0001

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Differences in Organization Response Rates

Differences in Organization Response Rates

Chapter:
(p.54) 3 Differences in Organization Response Rates
Source:
Time to React
Author(s):

Heidi Hardt

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199337118.003.0003

This chapter provides an introduction to the informal level of decision-making and presents the book’s central argument. That is, the ways in which actors interact and negotiate within international organizations can explain why some find consensus more quickly than others. The chapter adopts sociological institutionalism as a theoretical framework and applies it to explain how informal norms and informal relations among key actors affect speed of response. The text distinguishes between informal and formal modes of decision-making and the conditions under which informality can facilitate the building of consensus and, ultimately, quicker multilateral responses to crises. As the argument is unpacked, interpersonal trust is identified as a key mechanism. The chapter offers two final and detailed sections: one providing the theoretical argument behind the role of informal norms and one providing the theoretical argument behind the role of informal relations.

Keywords:   International organization, Efficiency, Crisis response, Decision-making, Sociological Institutionalism, Institutional culture, Peace and security committee, Negotiations, Trust

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