Nuclear Rivalry and International Order
In: Cooperation and conflict: journal of the Nordic International Studies Association, Band 31, Heft 4, S. 433-442
ISSN: 0010-8367
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In: Cooperation and conflict: journal of the Nordic International Studies Association, Band 31, Heft 4, S. 433-442
ISSN: 0010-8367
In: European administrative governance series
In: European Union politics: EUP, Band 20, Heft 4, S. 629-648
ISSN: 1741-2757
A number of high profile crises and disasters have driven the EU to increase cooperation among its member states in the area of civil protection and to enhance its capacity to conduct civil protection operations in Europe and around the world. However, in the light of recent transboundary crises in the EU, manifested by the refugee crisis, terrorist attacks, and natural disasters, it is far from clear how effective such cooperative EU arrangements can be due to differences in the way national civil protection has been organized and due to the question of whether sufficient trust exists within and between the involved organizations. In this article, drawing from a unique study of civil protection agencies in 17 EU member states, and utilizing theories on crisis management, public administration and trust, we shed light on the factors that promote national and EU-level effectiveness in civil protection and crisis management.
BASE
In: Journal of European public policy, Band 26, Heft 9, S. 1312-1334
ISSN: 1466-4429
In: Journal of European integration: Revue d'intégration européenne, Band 39, Heft 2, S. 239-252
ISSN: 1477-2280
In: Public administration: an international quarterly
ISSN: 0033-3298
In: Journal of European integration, Band 39, Heft 2, S. 239-252
ISSN: 0703-6337
World Affairs Online
In: Public administration: an international journal, Band 95, Heft 1, S. 97-114
ISSN: 1467-9299
AbstractIn this article, we investigate whether differences in social trust and impartial public administration have an impact on public confidence in EU crisis management institutions. Our assessment is based on a cross‐country comparison using aggregate country‐level data of the member states in the European Union. Earlier studies on the EU as a crisis manager have not carefully studied to what extent differences in social trust and administrative culture may or may not matter. Our analysis shows that in countries where citizens are treated impartially by their own national public administration institutions, people are less likely to support EU‐coordinated civil protection efforts. In contrast, in places where citizens perceive their government's treatment of them as partial and unfair, citizens will tend to support EU‐coordinated civil protection.
In: International relations: the journal of the David Davies Memorial Institute of International Studies, Band 29, Heft 4, S. 434-454
ISSN: 0047-1178
World Affairs Online
In: International relations: the journal of the David Davies Memorial Institute of International Studies, Band 29, Heft 4, S. 434-454
ISSN: 1741-2862
Past research has posited that effective leadership is an essential ingredient in reaching international agreements and overcoming the collective action problems associated with responding to climate change. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected in the literature. In this study, we answer several related questions that are vital for understanding the leadership dynamics that impact the United Nations Framework Convention on Climate Change (UNFCCC) negotiations. Are there any leaders in the field of climate change and, if so, who are they? How do followers select climate leaders? What factors are important to them? Using unique survey data collected at four consecutive United Nations (UN) climate summits, Conference of Parties (COP) 14–17, this article investigates which actors are actually recognized as playing a leadership role in the UNFCCC negotiations and probes how followers select leadership candidates in this issue area. The survey findings reveal a fragmented leadership landscape, with no one clear-cut leader, and spotlight that if an actor seeks to be recognized as a leader, it is crucial to be perceived as being devoted to promoting the common good.
In: Global environmental politics, Band 11, Heft 1, S. 89-107
ISSN: 1526-3800
World Affairs Online
In: Cooperation and conflict: journal of the Nordic International Studies Association, Band 34, Heft 1, S. 97-105
ISSN: 0010-8367
In: Journal of Contingencies and Crisis Management, Band 17, Heft 4, S. 206-220
SSRN
In: Perspectives on public management and governance: PPMG, Band 1, Heft 4, S. 257-271
ISSN: 2398-4929