The European Union as a global climate leader: confronting aspiration with evidence
In: International environmental agreements: politics, law and economics, Band 17, Heft 4, S. 445-461
ISSN: 1573-1553
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In: International environmental agreements: politics, law and economics, Band 17, Heft 4, S. 445-461
ISSN: 1573-1553
In: Journal of common market studies: JCMS, Band 48, Heft 4, S. 923-943
ISSN: 0021-9886
World Affairs Online
In: Journal of common market studies: JCMS, Band 48, Heft 4, S. 923-943
ISSN: 1468-5965
AbstractThis article examines the nexus between the EU's goal of being a leading actor on the world stage in devising a global solution to the threat of climate change and the performance of its Member States in meeting their climate change obligations. In doing so the article will discuss the concept of EU leadership, examine the modes of leadership the EU has employed in pursuing its climate protection objectives, scrutinize the extent to which EU Member States are actually living up to their Kyoto obligations and analyse how the EU's own performance, credibility and legitimacy in this area affects its aspirations to be a key norm‐entrepreneur in the establishment of a post‐2012 climate change agreement. The article concludes with a balance sheet of some of the Union's key successes and failures and closes by highlighting some potentially inconvenient truths that might frustrate the EU's climate protection aspirations.
In: Foreign policy analysis: a journal of the International Studies Association, Band 1, Heft 3, S. 301-331
ISSN: 1743-8586
World Affairs Online
In: Política y gobierno, Band 9, Heft 1, S. 181-223
ISSN: 1665-2037
World Affairs Online
In: Journal of church and state: JCS, Band 43, Heft 4, S. 815
ISSN: 0021-969X
In: Journal of church and state: JCS, Band 43, Heft 3, S. 609
ISSN: 0021-969X
In: Public administration: an international journal, Band 100, Heft 3, S. 616-632
ISSN: 1467-9299
AbstractThis article examines the Trump Administration's inability to mount a timely and effective response to the COVID‐19 outbreak, despite ample warning. Through an empirical exploration guided by three explanatory perspectives—psychological, bureau‐organizational, and agenda‐political—developed from the strategic surprise, public administration, and crisis management literature, the authors seek to shed light on the mechanisms that contributed to the underestimation of the coronavirus threat by the Trump Administration and the slow and mismanaged federal response. The analysis highlights the extent to which the factors identified by previous studies of policy surprise and failure in other security domains are relevant for health security. The paper concludes by addressing the crucial role of executive leadership as an underlying factor in all three perspectives and discussing why the US president is ultimately responsible for ensuring a healthy policy process to guard against the pathologies implicated in the federal government's sub‐optimal response to the COVID‐19 crisis.
This article examines the Trump Administration's inability to mount a timely and effective response to the COVID-19 outbreak, despite ample warning. Through an empirical exploration guided by three explanatory perspectives—psychological, bureau-organizational, and agenda-political—developed from the strategic surprise, public administration, and crisis management literature, the authors seek to shed light on the mechanisms that contributed to the underestimation of the coronavirus threat by the Trump Administration and the slow and mismanaged federal response. The analysis highlights the extent to which the factors identified by previous studies of policy surprise and failure in other security domains are relevant for health security. The paper concludes by addressing the crucial role of executive leadership as an underlying factor in all three perspectives and discussing why the US president is ultimately responsible for ensuring a healthy policy process to guard against the pathologies implicated in the federal government's sub-optimal response to the COVID-19 crisis.
BASE
This article examines the Trump Administration's inability to mount a timely and effective response to the COVID‐19 outbreak, despite ample warning. Through an empirical exploration guided by three explanatory perspectives—psychological, bureau‐organizational, and agenda‐political—developed from the strategic surprise, public administration, and crisis management literature, the authors seek to shed light on the mechanisms that contributed to the underestimation of the coronavirus threat by the Trump Administration and the slow and mismanaged federal response. The analysis highlights the extent to which the factors identified by previous studies of policy surprise and failure in other security domains are relevant for health security. The paper concludes by addressing the crucial role of executive leadership as an underlying factor in all three perspectives and discussing why the US president is ultimately responsible for ensuring a healthy policy process to guard against the pathologies implicated in the federal government's sub‐optimal response to the COVID‐19 crisis.
BASE
In: Foreign policy analysis, Band 1, Heft 3, S. 301-331
ISSN: 1743-8594
In: Political psychology: journal of the International Society of Political Psychology, Band 23, Heft 3, S. 601-630
ISSN: 1467-9221
The devastating terror attacks of 11 September 2001 have often been characterized as a "bolt from the blue." Drawing inspiration from the political psychological literature on strategic surprise, this article poses the deceptively simple question of why so many U.S. policymakers were caught so woefully off guard last year. Through a preliminary empirical exploration of three broad explanatory "cuts" derived from the relevant interdisciplinary literature—psychological, bureau–organizational, and agenda–political—the authors seek to shed light on the sources of failure that may have contributed to 9/11 and point to promising avenues of investigation for future research as the available empirical record becomes more complete.
In: Political psychology: journal of the International Society of Political Psychology, Band 23, Heft 3, S. 601-630
ISSN: 0162-895X
In: Journal of church and state: JCS, Band 44, Heft 4, S. 829
ISSN: 0021-969X