Suchergebnisse

À l'heure où les militaires sont de plus en plus confrontés au phénomène multilatéral, que ce soit au niveau national, régional ou international, la façon dont l'institution militaire s'est adaptée aux transformations induites par la multilatéralisation croissante de la prise de décision et de l'action militaire reste un thème peu étudié. Comment les militaires sont-ils exposés au multilatéralisme – entendu à la fois comme projet politique et nouveau cadre de l'action militaire – et comment se positionnent-ils vis-à-vis de ce dernier ? Le multilatéralisme est-il davantage perçu comme une contrainte, une ressource, ou une valeur ? Cet article tente de répondre à ces questions à partir d'une enquête réalisée en 2011 à l'École de guerre – l'institut chargé de la formation de l'élite militaire française depuis 1993 – et s'appuie essentiellement sur des entretiens menés auprès des officiers stagiaires et des responsables de formation de l'École.

"We don't do politics!" Anyone who has dealt with international organizations (IOs) has heard this claim at least once. Building on the concept of depoliticization, this book provides a systematic analysis of IO apolitical claims and why they "hate" politics. It shows that depoliticization sustains IO everyday activities while allowing them to remain engaged in politics, even when they pretend not to. Delving into the inner dynamics of global governance, this book develops an analytical framework on IOs and depoliticization by bringing together practices and logics of depoliticization in a wide variety of historical, geographic and organizational contexts. With multiple case studies in the fields of labor rights and economic regulation, environmental protection, development and humanitarian aid, peacekeeping, among others, this book shows that depoliticization is enacted in a series of overlapping, sometimes mundane, practices resulting from the complex interaction between professional and individual habits, organizational cultures and deliberate tactics. By approaching the consequences of these practices in terms of logics, it addresses the instrumental dimension of depoliticization without assuming that IO actors necessarily intend to depoliticize their action or global problems.

Building on the concept of depoliticization, this book provides a first systematic analysis of International Organizations (IO) apolitical claims. It shows that depoliticization sustains IO everyday activities while allowing them to remain engaged in politics, even when they pretend not to. Delving into the inner dynamics of global governance, this book develops an analytical framework on why IOs "hate" politics by bringing together practices and logics of depoliticization in a wide variety of historical, geographic and organizational contexts. With multiple case studies in the fields of labor rights and economic regulation, environmental protection, development and humanitarian aid, peacekeeping, among others this book shows that depoliticization is enacted in a series of overlapping, sometimes mundane, practices resulting from the complex interaction between professional habits, organizational cultures and individual tactics. By approaching the consequences of these practices in terms of logics, the book addresses the instrumental dimension of depoliticization without assuming that IO actors necessarily intend to depoliticize their action or global problems. For IO scholars and students, this book sheds new light on IO politics by clarifying one often taken-for-granted dimension of their everyday activities, precisely that of depoliticization. It will also be of interest to other researchers working in the fields of political science, international relations, international political sociology, international political economy, international public administration, history, law, sociology, anthropology and geography as well as IO practitioners.

Partant d'une comparaison inédite entre le Haut Commissariat des Nations Unies pour les réfugiés (hcr) et l'Organisation internationale du travail (oit), cet article suggère de revisiter la problématique du changement dans les organisations internationales en montrant, dans une perspective de sociologie des relations internationales, l'existence d'un continuum de stratégies organisationnelles mises en place par ces dernières pour légitimer leur existence et leur action, stratégies allant de la survie à la revendication d'une certaine autonomie. Deux moments de la vie du hcr et de l'oit sont comparés : l'intervention, en décembre 2004, du hcr au secours de victimes du tsunami en Asie du Sud-Est et le lancement, en juin 1999, de l'Agenda du travail décent, par le directeur général de l'oit.