Conflict management in the Middle East
In: The international journal of conflict management: IJCMA, Band 22, Heft 3
ISSN: 1044-4068
In: The international journal of conflict management: IJCMA, Band 22, Heft 3
ISSN: 1044-4068
In: The organizational frontiers series
In: Oxford Research Encyclopedia of International Studies
"Conflict Management and Peacebuilding in Asia" published on by Oxford University Press.
In: The Oxford Handbook of Conflict Management in Organizations
In: Peace review: peace, security & global change, Band 25, Heft 4, S. 495-501
ISSN: 1469-9982
In: Mediterranean quarterly: a journal of global issues, Band 2, Heft 3, S. 86-109
ISSN: 1047-4552
IN ORDER TO GIVE SOME RATIONAL EXPLANATION FOR OPEC'S DURABILITY, GIVEN ITS DIVERSITY OF STATES AND NATIONAL INTERESTS, THIS ARTICLE USES CERTAIN THEORIES OF INTERNATIONAL POLITICAL ECONOMY AND EXAMINES THE HISTORICAL RECORD OF OPEC'S ORIGINS AND DEVELOPMENT. THE ANALYSIS WILL FOCUS ON THE ECONOMIC AND STRATEGIC POLICIES OF THE PERSIAN GULF MEMEBERS OF THIS ORGANIZATION. HOW HAS OPEC MANAGED TO SURVIVE WITHOUT BEING ABLE TO BRING ABOUT AN END TO THE IRAN-IRAQ WAR OF THE 1980S OR THE GULF CRISIS OF 1990-91? WHAT MOTIVATING VARIABLES KEPT IT INTACT? WHAT LESSONS CAN BE LEARNED FROM OPEC'S BEHAVOUR IN CONFLICT MANAGEMENT? HOW COULD THESE LESSONS BE APPLIED IN COMPREHENDING THE BEHAVIOR OF OPEC IN ITS INDEAVORS TO CONTAIN FUTURE CONFLICTS INVOLVING ITS MEMEBERS? ANSWERS TO THESE QUESTIONS ARE SOUGHT IN THIS ARTICLE.
In: International peacekeeping, Band 7, Heft 1, S. 121-141
ISSN: 1353-3312
In: The journal of conflict resolution: journal of the Peace Science Society (International), Band 33, Heft 3, S. 554
ISSN: 0022-0027, 0731-4086
From policies and procedures to security tactics and business impact, this book addresses conflict resolution from a security perspective for managers, policy makers, security officials, or anyone else who interacts with people every day. It helps organizations create and maintain safe environments without interfering with their ability to remain profitable, competitive, and relevant.
In: Africa development: quarterly journal of the Council for the Development of Social Science Research in Africa = Afrique et développement : revue trimestrielle du Conseil pour le Développement de la Recherche en Sciences Sociales en Afrique, Band 32, Heft 1, S. 41-68
ISSN: 2521-9863
This paper reflects on the ability of the African Union (AU) to implement its conflict management mechanism. The response of the AU to the 'military coup' in Togo and its mission in Sudan are used as case studies. The emerging picture is that African leaders are now alive to their responsibilities for making, building and keeping peace in Africa. African leaders know that the days of non-interference and expecting the rest of the world to resolve conflict situations created by them are over. The AU would, however, achieve better results if the member states are more committed to removing the problems faced by the organisation. The most salient include the poor commitment of some African leaders to positive peace, the regional organisation is still as under funded as the former OAU, and the problem of weak national armies in some member states compromises efficiency of peace support operations. (Afr Dev/GIGA)
World Affairs Online
Drawing on years of experience helping conflicted congregations, Speed B. Leas helps readers to assess their conflict response and discover options appropriate to different levels of conflict. This new edition contains an improved Conflict Strategy Instrument, revised to reflect new learnings and more accurately describe your conflict management style.