Using organization theory to understand international organizations: Four models of multilateral decision making |
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| Affiliation: | 1. School of Electrical and Computer Engineering, Purdue University, West Lafayette, IN 47906, USA;2. Department of Electrical and Computer Engineering, American University of Beirut, Beirut, Lebanon;3. School of Mechanical Engineering, Purdue University, West Lafayette, IN 47906, USA;1. Christian-Albrechts-University Kiel, Germany;2. University of Hamburg, von Melle Park 5, 20146 Hamburg, Germany;1. Department of Civil and Environmental Engineering and Earth Sciences, University of Notre Dame, IN, USA;2. Department of Biological Sciences, University of Notre Dame, IN, USA;3. Institute of Water and Flood Management, Bangladesh University of Engineering and Technology, Dhaka, Bangladesh |
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| Abstract: | This article addresses an enduring public management question: “Is organizational functioning a product of politics, management, or both?” It speaks to this issue by analyzing the decisional dynamics of the world's most inclusive, and prominent international organization: the United Nations. To assess the ability of international organizations to develop and implement international public policy, this study draws upon an extensive literature in organization theory to develop four models of multilateral decision making: - •⊎ A Cognitive Ambiguity Model;
- •⊎ A Bounded Pragmatism Model;
- •⊎ An Organizational Expansion Model; and
- •⊎ A Political Interests Model.
In considering the obstacles to effective policy, this study asks whether policy is porduced by intellectual confusion, routine-based decision making, bureaucratic ego, or base political motives. This project closes by arguing for broad approaches to the politics/management continuum, and an integration of the four models. Only by weaving and practitioners distinct strands of organization theory, can scholars and practitioners fully appreciate the intellectual and political dynamics of publicly managed organizations, and thus, the aids and onstacles to their functioning. |
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