Under Cover

Substituting Formal IOs during Hard Times

Datos Bibliográficos

ID12159809
AutoresYoram Z Haftel (0000-0002-8142-9647, Hebrew University of Jerusalem, autor de correspondencia), Stephanie C Hofmann (0000-0003-0045-8356, European University Institute)
Año2025
Volumen39
Número2
Páginas130-144
Fecha de publicación2025-01-01
Open AccessSí
TipoARTICLE
RevistaEthics & International Affairs (JOURNAL)
Identificadores de la revistaISSN: 0892-6794 • E-ISSN: 1747-7093
EditorialCambridge University Press (CUP) (PUBLISHER)
DOI10.1017/s0892679425100117
OpenAlexW4413409698
IdiomaEN
Citas recibidas3
Referencias citadas40

Recent times have been hard for global governance, not least for formal intergovernmental organizations (FIGOs). Given changing conditions and their inability to adapt, many observers argue that FIGOs are drifting and losing ground to low-cost institutions (LCIs). We argue that this widespread perception is incomplete and that it dismisses too quickly the durability of FIGOs. We begin by pointing out that not all FIGOs are drifting and that some may even thrive amid transnational crises and power shifts. We then highlight the possibility that in a densely institutionalized global environment, states can substitute one FIGO for another. Thus, even as one FIGO is drifting, other FIGOs, rather than or alongside LCIs, can take the mantle. We identify and exemplify three key motivations for FIGO substitution: overcoming gridlock, enhancing ideological alignment, and policy laundering. During crises and power shifts, some members might paralyze a FIGO, leading to gridlock and prompting other members to cooperate in another FIGO. Power shifts and crises can also motivate dissatisfied FIGO members to pursue parallel activities in a FIGO that better fits their ideological outlook. Policy laundering occurs when members use one FIGO over another to signal political intent. We conclude by exploring the normative implications of FIGO substitution

Cover (algebra · Business Process Modeling and Analysis · Computer Science · Engineering · Multi-Agent Systems and Negotiation · Mechanical Engineering

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