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The Practice Of Everyday Life

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Consequences of Pragmatism

This chapter distils the “what”: what were the main messages of the 2003 ESS and how do these relate to the key points of the 2016 EUGS ? It dissects the EUGS analysing not simply the content, its meaning and implications for the EU, but perhaps more importantly the debates underpinning each choice made in the Strategy itself, be these between the Member States, between and within EU institutions, or amongst the European foreign policy community as a whole.

What Is a Strategy

of distinguished and rather senior economists – makes at the end of the book. Their priorities tend to be quick-fixes of problems that might, at least partly, be caused by some other challenge. More importantly, the panellists tend to disregard some of the evidence assembled by the authors. The reactions to the excellent chapter on armed conflict by Collier & Hoeffler illustrate that Nobel awards are no protection against bias. One member of the panel dismisses the economic sources of war that the Oxford economists analyse and points out that free trade is the main pacifying force, while another famous panellist mentions ethnic or religious hatred as a source of conflict. Gerald Schneider

At War’s End: Building Peace After Civil Conflict:

This article examines the rise of resilience discourses in EU foreign policy. The European Union Global Strategy (EUGS) refers to building state and societal resilience in its neighbourhood as one of the key strategic priorities of the EU. This article argues that the discourse of resilience that permeates the EUGS chimes well with a pragmatist turn in social sciences and global governance. The EUGS introduces resilience-building alongside an emphasis on flexibility, tailor-made approaches and the need for local ownership, capacity-building and comprehensiveness. More importantly, the new EUGS proposes “principled pragmatism” as a new operating principle in its foreign policy. While this might suggest a more pragmatic EU foreign policy, a closer examination of the EUGS discourse reveals significant tensions between a pragmatic and a principled foreign policy, which undermine the added value of resilience-building as a new foreign policy paradigm.

/pdf/resilience-as-the-new-eu-foreign-policy-paradigm-a-ogkaol7xa3.pdf

Resilience as the new EU foreign policy paradigm: a pragmatist turn?

The aim of this article is to analyse the process of socialisation taking place at the level of the Council Working Groups (CWGs) dealing with the Common Foreign and Security Policy (CFSP). Based on recent empirical evidence, this article explains the main codes of conduct adopted by the national diplomats in the CFSP CWGs, such as the reflex coordination or consensus-building practice. Compliance with these rules stems from strategic calculations based on legitimacy concerns and the long-term perspective of the negotiations. Hence, in this case, the internalisation of norms has not taken place yet. Even though this view may suggest a conceptualisation of national representatives in the CWGs as passive national champions, it is argued here that they might also play a role in influencing the position of their capitals, mainly through the process of formulating the instructions.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID929127_code327035.pdf?abstractid=929127&mirid=2

Playing the Brussels Game: Strategic Socialisation in the CFSP Council Working Groups

The Political and Security Committee: Governing in the Shadow

This introduction provides a conceptual and theoretical background to the more detailed analyses contained in the articles of the Special Section. The introduction firstly presents a critical overv...

https://www.tandfonline.com/doi/pdf/10.1080/17502977.2020.1745445

Resilient Peace: Exploring the Theory and Practice of Resilience in Peacebuilding Interventions

The role of officials from the working groups and the Council Secretariat dealing with European Union (EU) external relations has grown in recent years as a result of the increase in the thematic and geographic scope of EU foreign policy and, in particular, the development of the EU's capabilities in crisis management. The increase in competences of Brussels-based bodies has occurred in parallel to a transformation of the policy-making process that challenges intergovernmentalist assumptions about the extent of the control exercised by the member states over foreign policy-making. This contribution tracks the impact of Brusselization and socialization processes on Council officials and national representatives, which has resulted in these actors playing a role beyond that foreseen in the original delegation mandate. This inevitably raises questions of accountability in EU foreign policy.

Invisible and unaccountable? National Representatives and Council Officials in EU foreign policy

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