Designing Police: Interpol and the Study of Change in International Organizations

On those rare occasions when scholars of international organizations (IOs) consider the issue of change, they typically highlight the centrality of states. Although states are important for understanding when and why there is a change in the tasks, mandate, and design of IO, IOs themselves can initiate change. Drawing from sociological institutional and resource dependence approaches, in this article we treat IOs as strategic actors that can choose among a set of strategies in order to pursue their goals in response to changing environmental pressures and constraints that potentially threaten their relevance and resource base. We delineate six strategies—acquiescence, compromise, avoidance, defiance, manipulation, and strategic social construction, and suggest that the strategic choice by IOs is contingent on the level of both organizational insecurity and the congruence between the content of environmental pressures and organizational culture. We emphasize how IOs must make a trade-off between acquiring the resources necessary to survive and be secure, on the one hand, and maintaining autonomy, on the other. We apply this framework to the case of Interpol, investigating how different calculations of these trade-offs led Interpol staff to adopt different strategies depending on its willingness to accept, resist, or initiate changes that demand conformity to external pressures.     

Can ICT-enabled real-time data contribute to adaptive management in development programming?

This article aims to explore whether ICT-enabled real-time data (RTD) systems can help to improve the operationalisation of adaptive management of international development programmes. Using a qualitative multi-method approach consisting of 48 semi-structured key expert interviews and four exploratory case studies, we found that RTD can successfully inform rapid tactical adaptive management in development programmes but is, on its own, of only limited use for most strategic adaptive management. The research identified multiple contextual barriers to the use of RTD for adaptive management. These barriers need to be addressed to realise the full potential of real-time adaptive management of programmes.     

The emerging political economy of austerity in Britain

This paper uses data from the British Election Study's Continuous Monitoring Surveys to investigate reactions of the British public to the economic crisis and the austerity policies the Conservative–Liberal Democrat coalition government has adopted to deal with it. Multivariate models informed by competing valence and positional theories of electoral choice are employed to study the impact of these reactions on support for the Conservative Party and Prime Minister David Cameron and evaluations of the Conservatives' ability to handle important issues. Analyses indicate that there is widespread and growing pessimism about the prospects of resolving the economic crisis in the near future. Since the crisis began in 2008, the dynamics of these bearish attitudes have been closely linked to rising unemployment rates. Differing positions regarding the Coalition's austerity policies exert sizable effects on party support, but these attitudes have not negated the force of valence politics considerations such as party leader images, partisan attachments and global assessments of party performance.