Tana Johnson. 2014. Organizational Progeny: Why governments are losing control over the proliferating structures of global governance (Oxford, UK: Oxford University Press)
The past decade has seen a large volume of research on both the design of international institutions (Koremenos et al. 2003; Stone 2011) and the delegation of authority to these institutions (Hawkins et al. 2006; Hooghe and Marks forthcoming). The vast majority of this research has taken a state-centric approach to explain both the design of and delegation to international governmental organizations (IGOs). The same time period has witnessed a surge of research on IGOs and global governance that explores the impact of international bureaucracy (Barnett and Coleman 2005) and bureaucrats (Biermann and Siebenhüner 2009) in different policy areas. In her recent book, Organizational Progeny, Tana Johnson synthesizes insights from these various literatures to explain the surprisingly large role that international bureaucrats play in creating new IGOs and insulating them from state control.
The most striking and novel feature of the book builds upon the observation that the vast majority of...
- Barnett, M., & Coleman, L. (2005). Designing police: Interpol and the study of change in international organizations. International Studies Quarterly, 49(4), 593–620.Google Scholar
- Biermann, F., & Siebenhüner, B., (eds.). (2009). Managers of global change: The influence of international environmental bureaucracies. Cambridge: MIT Press.Google Scholar
- Hooghe, L., & Marks, G. (forthcoming). Delegation and pooling in international organizations. Review of International Organizations.Google Scholar