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Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Acknowledgements -- Editor's Preface -- Introduction -- PART I: OVERVIEWS OF THE FIELD -- 1 International Organization: A State of the Art on an Art of the State -- 2 Theories and Empirical Studies of International Institutions -- 3 What are International Institutions? -- PART II: CORE CONCEPTS AND COMPETING THEORIES -- 4 Power and Interdependence Revisited -- 5 Structural Causes and Regime Consequences: Regimes as Intervening Variables -- 6 International Regimes, Transactions, and Change: Embedded Liberalism in the Postwar Economic Order -- 7 International Institutions: Two Approaches -- 8 Concerts, Collective Security, and the Future of Europe -- 9 The False Promise of International Institutions -- PART III: NEW DIRECTIONS -- 10 Introduction: Epistemic Communities and International Policy Coordination -- 11 Multilateralism and World Order -- 12 Is American Multilateralism in Decline? -- 13 Imagined (Security) Communities: Cognitive Regions in International Relations -- 14 Governance, Good Governance and Global Governance: Conceptual and Actual Challenges -- 15 The Emerging Roles of NGOs in the UN System: From Article 71 to a People's Millennium Assembly -- PART IV: COMPLIANCE, EFFECTIVENESS AND THE DOMESTIC DIMENSION -- 16 Diplomacy and Domestic Politics: The Logic of Two- Level Games -- 17 The Politics, Power, and Pathologies of International Organizations -- Name Index

This speculative article will attempt to employ contemporary debates around the politics of citizenship to theorize the problems and opportunities of new style management. Mission statements, post-bureaucratic organizations and excellent cultures have all been sponsored by business gurus as solutions to the problems of order and efficiency in complex organizations by capturing the hearts and minds of employees. I will suggest that some of these ideas contain formulations of the rights and obligations of `organizational citizens' which give a particular primacy to organizational affiliation. These notions may have particular resonance in states and societies in which it is suggested that the legitimacy of other communal attachments is weakening. I do not suggest that employees are uncritical about such attempts at normative manipulation, rather that the idea of working for an organization that is collectively believed in is a very seductive one. Indeed, this article suggests that some of the new management rhetoric and practice may have emancipatory possibilities. I would not deny that, in many organizations, its use is oriented to enhancing control strategies. Yet, if management are taking these ideas seriously, then this might require a radically different way of organizing that has the potential to restructure power relationships within the organization.