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Theoretical Background: Organizational Theories and the Research on International Organizations

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The UNHCR and Disaster Displacement in the 21st Century

Part of the book series: Contributions to Political Science ((CPS))

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Abstract

This chapter takes a theoretical stance and discusses approaches from organizational theory to address the research gap that exists on the topic of environmentally displaced persons (EDPs). In order to answer the research question of why the UNHCR approaches the topic of EDPs the way that it does, the analysis will be guided by a classification of organizational theory into internal and external factors.

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Notes

  1. 1.

    This thesis concurs with the criticism of the existing research concerning how IOs should be tackled from a political science perspective: Ege and Bauer (2013) criticize the well-known and established approaches by scholars such as Barnett and Finnemore (2004) and argue that “bureaucratic characteristics (be they formal or informal) and the interaction with the worlds of politics remain conceptually blurred” (Ege and Bauer 2013, pp. 142–143).

  2. 2.

    Although these authors attribute a certain regime-producing characteristic to organizations, this strand of literature is nevertheless rather critical as concerns the applicability of regime theory. Abbott and Snidal (1998) argue that regime theory deals with institutions and organizations in a rather distanced manner and thus has little to say on organizational structures that might influence or explain why states cooperate with each other (Abbott and Snidal 1998, p. 6). Regime theory’s focus on IOs thus mainly centers on the way organizations help to reduce the transaction costs of cooperation between states.

  3. 3.

    For more details on issue-linkage, see Haas (1990, pp. 76–80).

  4. 4.

    For more details on the different leadership approaches, see Bolden et al. (2011).

  5. 5.

    More specifically, Brunsson aims to “analyze ways in which organizations handle inconsistent norms and how this affects the rest of their organizational behavior” (Brunsson 2003, p. 9).

  6. 6.

    At the same time, Brunsson (2003) underlines the need of organizations to be perceived as legitimate by their constituents and by their environment. Here, an organization achieves legitimacy if the resources provided by an organization reflect what the environment expects in terms of organizational action (Brunsson 2003, pp. 14–15).

  7. 7.

    As representatives of this research strand, Jetschke and Theiner (2016) differentiate between five mechanisms that indicate a distinct channel of influence on organizational change: learning, peer-based learning, legitimacy-driven mimicry, competition-driven mimicry, and soft coercion.

  8. 8.

    That said, historical institutionalism can be understood as a theoretical tradition and not as a general theory as such; it focuses on well-established presumptions, such as the claim that the more time passes after an event or a decision, the more difficult it is to reverse it afterwards and that accidental events can have long-term effects (Fioretos 2011, pp. 370–371).

  9. 9.

    This implies that during an organization’s lifetime, which is mainly characterized by stability and routine, there are also times of dramatic change. Through the lenses of historical institutionalism, the decisions made during these critical phases have a lasting impact on the lifespan of an organization and influence the strategies on which an organization embarks in the future. During these short periods, the normal organizational structures are relaxed, and political actors can use their power to influence organizational choices. The choices made during a critical juncture potentially have a game-changing character for an organization, although it is unclear what consequences these decisions will bring: “Contingency, in other words, becomes paramount” (Capoccia and Kelemen 2007, p. 343). Capoccia and Kelemen stress that it is important to differentiate critical junctures from incremental processes in an IO, although both can lead to transformational change inside the organization (Capoccia and Kelemen 2007, p. 368). Additionally, a brief critical juncture has a higher chance of having a lasting impact because the organizational structures and constraints are not able to re-emerge quickly enough to constrain the actors. In summary, “a critical juncture should have a duration that is short relative to the path-dependent process it initiates” (Capoccia and Kelemen 2007, pp. 350–351), and in critical junctures, the element of contingency thus constitutes the determinant. Further, the outcome of such a critical juncture is not necessarily change; rather, it might very well lead back to the equilibrium because change was ultimately rejected as a sought-after option (Capoccia and Kelemen 2007, p. 352).

  10. 10.

    On the accountability and representativeness of NGOs, see Steffek and Hahn (2010).

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  1. Department of History and Social Sciences, Institute of Political Science, TU Darmstadt, Darmstadt, Germany

    Sinja Hantscher

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  1. Sinja Hantscher
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Hantscher, S. (2019). Theoretical Background: Organizational Theories and the Research on International Organizations. In: The UNHCR and Disaster Displacement in the 21st Century. Contributions to Political Science. Springer, Cham. https://doi.org/10.1007/978-3-030-19689-9_3

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  • DOI: https://doi.org/10.1007/978-3-030-19689-9_3

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