Trigger-Response Transitions in Foreign Policy Crises, 1929-1985
Datos Bibliográficos
| ID | 7312799 |
|---|---|
| Autores | Jonathan Wilkenfeld (0009-0004-2341-4561, University of Maryland, College Park, autor de correspondencia) |
| Año | 1991 |
| Volumen | 35 |
| Número | 1 |
| Páginas | 143-169 |
| Fecha de publicación | 1991-03-01 |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Journal of Conflict Resolution (JOURNAL) |
| Identificadores de la revista | ISSN: 0022-0027 • E-ISSN: 1552-8766 |
| Editorial | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0022002791035001008 |
| OpenAlex | W2070882277 |
| Idioma | EN |
| Citas recibidas | 22 |
| Referencias citadas | 15 |
This article focuses on the behavior-begets-behavior dynamic in the context of the interactions of states in crisis. Matching behavior is defined as a reciprocal relationship between incoming behavior (crisis trigger) and outgoing behavior (crisis response). A model of matching or reciprocal behavior is proposed, and several factors — threat to basic values, sociopolitical conditions, and power relations among crisis actors — are examined from the perspective of their potential disruption of the matching process. An initial finding is that crises, like the much more heavily studied conflict processes in general, exhibit a very high degree of matching behavior. However, there is considerable evidence that the factors examined here contribute to the disruption of these processes. A low threat to decision makers' values provides a context in which decision makers may respond with violence to nonviolent crisis triggers. Similarly, deteriorating sociopolitical conditions in countries experiencing a foreign policy crisis contribute to a higher than expected level of violence in crisis behavior. Finally, power parity among crisis actors was found to contribute to disruptions in matching behavior
Context (archaeology · Crisis response · Economics · Geography · Matching (statistics · Political economy · Political science · Positive economics · Power (physics · Public relations · Reciprocal · International Development and Aid · International Relations and Foreign Policy · Political Influence and Corporate Strategies · Psychology · Social Psychology
Decision-Making in U.S. Foreign Policy Crises
Precrisis military hostility and escalation in international crises
No table necessary? Foreign policy crisis management techniques in non-state actor-triggered crises
Data development for international research—Phase I
Gender Equality and State Aggression
Escalation at the outset
Conceptualizing Interstate Conflict
Democracies in international crisis
International Crises and the Capitalist Peace
Hazard rate determinants of efficient and successful crisis management
ISA Presidential Address
Executive Constraints and Success in International Crises
Problem Representation, Option Generation, and Poliheuristic Theory
Crisis Escalation
Gender, Violence, and International Crisis
A Theory of Escalation And International Conflict
Leadership Style, Decision Context, and the Poliheuristic Theory of Decision Making
Rhetoric versus Reality
It Takes Two to Tango
Identifying `Rogue' States and Testing their Interstate Conflict Behavior
International Crisis Decisionmaking as a Two-Level Process
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Sage international yearbook of foreign policy studies.
Man, the State, and War
Assessing the dynamic reaction of the USSR to American and Chinese actions and to its nuclear gap with the USA
The domestic‐international conflict nexus
Purpose and behaviour
The Global Conflict Process
Comparing Two Studies of Crisis Bargaining
Conflict interactions in the Middle East, 1949-1967
A Comparative Study of the Weis and Copdab Data Sets
Realpolitik and the Road to War
The 1914 Case
Diffusion, Reinforcement, Geopolitics, and the Spread of War
Reagan and the Russians
| Citas por año | 0,69 |
|---|---|
| Intervalo de citas | 1994 - 2021 (28) |
| Altamente citado | No |