In: Global Institutions
Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- List of illustrations -- Acknowledgement -- Abbreviations -- Part I: Introduction and theory -- Introduction -- The question -- The literature -- The argument -- The method -- The book -- 1. Agency and control of international secretariats -- Delegation and agency of international secretariats -- Control of international secretariats -- Conclusion -- Part II: The politics of institutional development -- 2. United Nations Department of Peacekeeping Operations -- The staff of the UN Secretariat -- Key instances of institutional development -- Conclusion -- 3. NATO International Staff -- The staff of the NATO International Staff -- Key instances of institutional development -- Conclusion -- 4. European External Action Service -- The staff of the EEAS -- Key instances of institutional development -- Conclusion -- Part III: The politics of military mandates -- 5. United Nations mission in South Sudan -- Civil wars, comprehensive peace, and the referendum -- Planning UNMISS by the UN Secretariat -- Negotiating UNMISS in the UN Security Council -- Conclusion -- 6. NATO Operation Unified Protector in Libya -- Political preferences, intervention, and regime change -- Choosing NATO -- NATO mandate negotiations -- Conclusion -- 7. The EU anti-piracy operations off the coast of Somalia -- Somali civil war, piracy, and international efforts -- Planning of NAVFOR -- Planning of accompanying operations -- Conclusion -- Part IV: Conclusion -- 8. Conclusion -- The empirical -- Divided member states and control mechanisms -- Toward better international organizations -- Index -- Routledge Global Institutions Series.
In: Routledge global institutions series 118
In: Global Institutions
From the UN Department of Peacekeeping Operations to the NATO International Staff and the European External Action Service, international bureaucrats make decisions that affect life and death. In carrying out their functions, these officials not only facilitate the work of the member states, but also pursue their own distinct agendas. This book analyzes how states seek to control secretariats when it comes to military operations by international organizations. It introduces an innovative theoretical framework that identifies different types of control mechanisms. The book presents six empirical chapters on the UN, NATO, and EU secretariats. It provides new data from a unique dataset and in-depth interviews. It shows that member states employ a wide range of control mechanisms to reduce the potential loss of influence. They frequently forfeit the gains of delegation to avoid becoming dependent on the work of secretariats. Yet while states invest heavily in control, this book also argues that they cannot benefit from the services of secretariats and keep full control over outcomes in international organizations. In their delegation and control decisions, states face trade-offs and have to weigh different cost categories: the costs of policy, administrative capacity, and agency loss. This book will be of interest to scholars, postgraduates, and officials in international organizations and national governments, dealing with questions of international political economy, security studies, and military affairs.
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