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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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Institutional Design in Crisis Decision-Making

Institutional Design in Crisis Decision-Making

Chapter:
(p.72) 4 Institutional Design in Crisis Decision-Making
Source:
Time to React
Author(s):

Heidi Hardt

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199337118.003.0004

This chapter offers a typology of decision-making on crisis response across four international organizations. However, unlike previous scholarship, this research focuses on how decisions are taken in practice rather than the formal rules themselves. The chapter also discusses the interactions between the existing formal rules and the informal norms that develop around them and that guide actors’ behavior. The formal institutional design of an organization sets the tone for how such informal norms will be institutionalized. To measure institutional differences, the author focuses on four key metrics: environment, socialization, friendships, and perceived culture. These factors are reflected in the survey questions asked of staff and ambassadors involved in the peace and security committees of four international organizations. The chapter then presents the results of the survey data in conjunction with scholarly data. Through the use of original and comprehensive analyses, the chapter is able to systematically explain variation in institutional culture across the peace and security committees of each organization. The typology’s descriptions of different regional styles of crisis response encompass formal rules, informal norms, and relevant anecdotes of the contentious deliberations.

Keywords:   International organization, Institutions, Efficiency, Crisis response, Decision-making, Institutionalize, Institutional Design, Elite interviews

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