Ben Christian
Biographic Data
| ID | 4153240 |
|---|---|
| NAME | Ben Christian |
| GIVEN NAMES | Ben |
| FAMILY NAME | Christian |
| SIGNATURE | BEN CHRISTIAN |
| AFFILIATIONS | Goethe University Frankfurt |
| ORCID | 0000-0002-1918-196X |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 12 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 2 |
Establishing trust and distrust when states leave international organisations
Although EU and UK participants in Brexit negotiations emphasise the role that trust and distrust played for them, existing Brexit research has largely disregarded this factor. From a trust perspective, withdrawals from international organisations are highly significant events. When states leave a common institution and their relationship with each other is deprived of previous institutional certainties, trust becomes both necessary and precariou…
Scheitern durch Fragmentierung
Why International Organizations Don’t Learn
International organizations (IOs) need to learn from their mistakes in order to improve their performance. Over the past decades, IOs have therefore invested significantly in building a professional learning infrastructure. However, as recent studies show, many IOs still struggle to learn from their mistakes. Why do IOs not learn despite all these formal learning processes and tools? I argue that the internal “criticism culture”—the way IOs deal …
Just Theater!”—How Self-Legitimation Practices Can Backfire in International Organizations
Working in international organizations (IOs) is not always a pleasure. Contradictory external demands make it difficult to do the right thing, constant failures in the field lead to frustration, and hierarchical structures require “emotional labor” on the part of IO staff. While we know that IO leadership therefore engages in self-legitimation practices to strengthen employee motivation and maintain organizational cohesion, we know little about t…
Working for World Peace
In International Organizations (IOs), noble ideals often clash with harsh realities on the ground. It should therefore come as no surprise if IO employees become cynical over time. However, while there is a large body of work on “organizational cynicism” in sociology and management studies, a systematic examination of cynicism is lacking in IO research. The article addresses this gap and explores the causes and consequences of cynicism among IO s…
A threat rather than a resource
Correct Voting at the 2013 German Federal Election
This article studies campaign effects at the 2013 German Federal Election. It analyses whether and how the 2013 campaign contributed to electors' ability to cast votes in line with their political preferences – ‘correct’ votes in the terminology of Lau and Redlawsk. The article takes a novel perspective at correct voting by analysing its dynamic development during the course of an election campaign, using observational data collected by means of …
Establishing trust and distrust when states leave international organisations
Although EU and UK participants in Brexit negotiations emphasise the role that trust and distrust played for them, existing Brexit research has largely disregarded this factor. From a trust perspective, withdrawals from international organisations are highly significant events. When states leave a common institution and their relationship with each other is deprived of previous institutional certainties, trust becomes both necessary and precariou…
Just Theater!”—How Self-Legitimation Practices Can Backfire in International Organizations
Working in international organizations (IOs) is not always a pleasure. Contradictory external demands make it difficult to do the right thing, constant failures in the field lead to frustration, and hierarchical structures require “emotional labor” on the part of IO staff. While we know that IO leadership therefore engages in self-legitimation practices to strengthen employee motivation and maintain organizational cohesion, we know little about t…
Why International Organizations Don’t Learn
International organizations (IOs) need to learn from their mistakes in order to improve their performance. Over the past decades, IOs have therefore invested significantly in building a professional learning infrastructure. However, as recent studies show, many IOs still struggle to learn from their mistakes. Why do IOs not learn despite all these formal learning processes and tools? I argue that the internal “criticism culture”—the way IOs deal …
A threat rather than a resource
Correct Voting at the 2013 German Federal Election
This article studies campaign effects at the 2013 German Federal Election. It analyses whether and how the 2013 campaign contributed to electors' ability to cast votes in line with their political preferences – ‘correct’ votes in the terminology of Lau and Redlawsk. The article takes a novel perspective at correct voting by analysing its dynamic development during the course of an election campaign, using observational data collected by means of …
A threat rather than a resource
Working for World Peace
In International Organizations (IOs), noble ideals often clash with harsh realities on the ground. It should therefore come as no surprise if IO employees become cynical over time. However, while there is a large body of work on “organizational cynicism” in sociology and management studies, a systematic examination of cynicism is lacking in IO research. The article addresses this gap and explores the causes and consequences of cynicism among IO s…
Scheitern durch Fragmentierung
Why International Organizations Don’t Learn
International organizations (IOs) need to learn from their mistakes in order to improve their performance. Over the past decades, IOs have therefore invested significantly in building a professional learning infrastructure. However, as recent studies show, many IOs still struggle to learn from their mistakes. Why do IOs not learn despite all these formal learning processes and tools? I argue that the internal “criticism culture”—the way IOs deal …
Just Theater!”—How Self-Legitimation Practices Can Backfire in International Organizations
Working in international organizations (IOs) is not always a pleasure. Contradictory external demands make it difficult to do the right thing, constant failures in the field lead to frustration, and hierarchical structures require “emotional labor” on the part of IO staff. While we know that IO leadership therefore engages in self-legitimation practices to strengthen employee motivation and maintain organizational cohesion, we know little about t…
Establishing trust and distrust when states leave international organisations
Although EU and UK participants in Brexit negotiations emphasise the role that trust and distrust played for them, existing Brexit research has largely disregarded this factor. From a trust perspective, withdrawals from international organisations are highly significant events. When states leave a common institution and their relationship with each other is deprived of previous institutional certainties, trust becomes both necessary and precariou…
Political science (6 works) · Law (5 works) · Law (5 works) · Politics (3 works) · Psychology (3 works) · Public relations (3 works) · Sociology (3 works) · Criticism (2 works) · Global Peace and Security Dynamics (2 works) · International Relations and Foreign Policy (2 works)