Uncertainty: Vector of international organization development.
详细信息
- 作者：Le Scouarnec ; Francois-Pierre.
- 学历：Doctor
- 年：1994
- 导师：Leyton-Brown,David,eadvisor
- 毕业院校：York University
- ISBN：9780315904422
- CBH：NN90442
- Country：Canada
- 语种：English
- FileSize：16210035
- Pages：476
文摘
Over the last few decades,international relations specialists have mentioned the need to reduce uncertainty and have devised complex analytical frameworks focusing on probability and on risk analysis. Many links between information and action on the international scene,particularly with respect to international organizations,remain to be clarified. This study defends the view that uncertainty may be a significant trigger for action in international organization. The analysis of the impact of uncertainty on two international organizations,the International Civil Aviation Organization and the Technical and Cultural Cooperation Agency,provides the body of this study. This study is not an attempt at creating a single-factor theory. It is an examination of the potential and of the limitations of uncertainty as a significant explanatory factor in the development of international organizations. Uncertainty assumes its full explanatory power in a hybrid framework rooted in the sociology of organization and international relations. Uncertainty is used as the linchpin between the two frameworks of reference. In each of the two organizations which are the focus of this work,uncertainty takes different forms,such as ambiguity and probability. For each of the two organizations,three major topics emerge: the definition of uncertainty,the relationship between the organization and uncertainty and the organizational responses to uncertainty. These responses demonstrate causal relationships of two kinds at two levels: the impact of uncertainty on organizational configurations and on the organizational response e.g. restructuring of the organization,changes to its mandate,reallocation of resources) and the creation of uncertainty with the view of orienting the feedback process e.g. the use of uncertainty by regime players who seek to maximize control,that is,reduction of uncertainty at the level of the state rather than at the level of the organization). Can one infer that international organizations are built to address uncertainty,to reduce uncertainty? Could part of the dynamics of institutionalization be based on the principle of a response to uncertainty? Could actors generate uncertainty in order to uphold national interest? These are some of the underlying questions to which this study attempts to provide some answers.