Skip to main content Accessibility help
×
Hostname: page-component-586b7cd67f-dlnhk Total loading time: 0 Render date: 2024-11-24T03:08:13.652Z Has data issue: false hasContentIssue false

Management and Governance of Intergovernmental Organizations

Published online by Cambridge University Press:  03 December 2020

Ryan Federo
Affiliation:
Universitat de les Illes Balears, Palma de Mallorca
Angel Saz-Carranza
Affiliation:
ESADE Business School
Marc Esteve
Affiliation:
University College London

Summary

What happens to intergovernmental organizations (IGOs) after their creation has remained in mystery over the years. Although the current globalized outlook has sparked new and growing interests on the role that IGOs play in the global landscape, the scholarship has largely focused on the political aspects of cooperation, primarily on how and why different IGO member states interact with each other and the outcomes associated with such cooperation. Research is yet to untangle how these organizations work and operate. This Element addresses this niche in the literature by delving into two important aspects: the management and governance of IGOs. We build on a four-year research program where we have collected three types of different data and produced several papers. Ultimately, the Element seeks to provide scholars with a description of the inner workings of IGOs, while providing guidance to policymakers on how to manage and govern them.
Get access
Type
Element
Information
Online ISBN: 9781108908283
Publisher: Cambridge University Press
Print publication: 07 January 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Bibliography

Ackoff, R. (1970). A concept of corporate planning. Long Range Planning, 3(1), 28.CrossRefGoogle Scholar
Adams, R. and Ferreira, D. (2008). One share–one vote: The empirical evidence. Review of Finance, 12(1), 5191.CrossRefGoogle Scholar
Agranoff, R. (2007). Managing Within Networks: Adding Value to Public Organizations. Washington, DC: Georgetown University Press.Google Scholar
Agranoff, R. and McGuire, M. (2001). Big questions in public network management research. Journal of Public Administration Research and Theory, 11(3), 295326.Google Scholar
Aguilera, R. V. and Crespi-Cladera, R. (2012). Firm family firms: Current debates of corporate governance in family firms. Journal of Family Business Strategy, 3(2), 6669.CrossRefGoogle Scholar
Aguilera, R. V., Filatotchev, I., Gospel, H., and Jackson, G. (2008). An organizational approach to comparative corporate governance: Costs, contingencies, and complementarities. Organization Science, 19(3), 475492.CrossRefGoogle Scholar
Allcock, D. and Filatotchev, I. (2010). Executive incentive schemes in initial public offerings: The effects of multiple-agency conflicts and corporate governance. Journal of Management, 36(3), 663686.Google Scholar
Amihud, Y., Lev, B., and Travlos, N. G. (1990). Corporate control and the choice of investment financing: The case of corporate acquisitions. The Journal of Finance, 45(2), 603616.CrossRefGoogle Scholar
Bach, D. and Newman, A. (2014). Domestic drivers of transgovernmental regulatory cooperation. Regulation & Governance, 8(4), 395417.CrossRefGoogle Scholar
Barnett, M. N. and Finnemore, M. (1999). The politics, power, and pathologies of international organizations. International Organization, 53(4), 699732.Google Scholar
Barnett, M. N. and Finnemore, M. (2004). Rules for the World: International Organizations in Global Politics. Ithaca, NY: Cornell University Press.Google Scholar
Baysinger, B. D., Kosnik, R. D., and Turk, T. A. (1991). Effects of board and ownership structure on corporate R&D strategy. Academy of Management Journal, 34(1), 205214.CrossRefGoogle Scholar
Bebchuk, L. A. and Roe, M. J. (1999). A theory of path dependence in corporate ownership and governance. Stanford Law Review, 52: 127.Google Scholar
Berns, K. V. and Klarner, P. (2017). A review of the CEO succession literature and a future research program. Academy of Management Perspectives, 31(2), 83108.CrossRefGoogle Scholar
Bethel, J. E. and Liebeskind, J. (1993). The effects of ownership structure on corporate restructuring. Strategic Management Journal, 14(S1), 1531.CrossRefGoogle Scholar
Boehmer, C., Gartzke, E., and Nordstrom, T. (2004). Do intergovernmental organizations promote peace? World Politics, 57(1), 138.Google Scholar
Boeker, W. and Goodstein, J. (1993). Performance and successor choice: The moderating effects of governance and ownership. Academy of Management Journal, 36(1), 172186.Google Scholar
Boivie, S., Bednar, M. K., Aguilera, R. V., and Andrus, J. L. (2016). Are boards designed to fail? The implausibility of effective board monitoring. Academy of Management Annals, 10(1), 319407.Google Scholar
Boyne, G. and Walker, R. (2004). Strategy content and public service organizations. Journal of Public Administration Research and Theory, 14(2), 231252.Google Scholar
Boughton, M. J. M. (2001). Silent Revolution: The International Monetary Fund, 1979–1989. Washington, DC: International Monetary Fund.Google Scholar
Brickley, J. A., Smith Jr., C. W. , and Zimmerman, J. L. (1997). Management fads and organizational architecture. Journal of Applied Corporate Finance, 10(2), 2439.CrossRefGoogle Scholar
Bruderl, J. and Schussler, R. (1990). Organizational mortality: The liabilities of newness and adolescence. Administrative Science Quarterly, 35(3), 530547.Google Scholar
Bruton, G. D., Filatotchev, I., Chahine, S., and Wright, M. (2010). Governance, ownership structure, and performance of IPO firms: The impact of different types of private equity investors and institutional environments. Strategic Management Journal, 31(5), 491509.CrossRefGoogle Scholar
Bryson, J. (2011). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. San Francisco, CA: Jossey-Bass.Google Scholar
Bryson, J. and Roering, W. (1987). Applying private-sector strategic planning in the public sector. Journal of American Planning Association, 53(1), 922.Google Scholar
Buchanan, A. and Keohane, R. O. (2006). The legitimacy of global governance institutions. Ethics & International Affairs, 20(4), 405437.CrossRefGoogle Scholar
Busenbark, J. R., Krause, R., Boivie, S., and Graffin, S. D. (2016). Toward a configurational perspective on the CEO: A review and synthesis of the management literature. Journal of Management, 42(1), 234268.Google Scholar
Bushman, R., Chen, Q., Engel, E., and Smith, A. (2004). Financial accounting information, organizational complexity and corporate governance systems. Journal of Accounting and Economics, 37(2), 167201.Google Scholar
Cass, D. Z. (2005). The Constitutionalization of the World Trade Organization: Legitimacy, Democracy, and Community in the International Trading System. Oxford, UK: Oxford University Press.Google Scholar
Castanias, R. P. and Helfat, C. E. (2001). The managerial rents model: Theory and empirical analysis. Journal of Management, 27(6), 661678.Google Scholar
Chandler, A. D. (1962). Strategy and Structure: History of the Industrial Enterprise. Cambridge, MA: MIT Press.Google Scholar
Chen, S. F. S. (2008). The motives for international acquisitions: Capability procurements, strategic considerations, and the role of ownership structures. Journal of International Business Studies, 39(3), 454471.Google Scholar
Chen, V. Z., Li, J., Shapiro, D. M., and Zhang, X. (2014). Ownership structure and innovation: An emerging market perspective. Asia Pacific Journal of Management, 31(1), 124.Google Scholar
Child, J. and Rodrigues, S. B. (2003). Corporate governance and new organizational forms: Issues of double and multiple agency. Journal of Management and Governance, 7(4), 337360.Google Scholar
Chung, K. H., Rogers, R. C., Lubatkin, M., and Owers, J. E. (1987). Do insiders make better CEOs than outsiders? Academy of Management Perspectives, 1(4), 325331.CrossRefGoogle Scholar
Chwieroth, J. M. (2012). “The silent revolution”: How the staff exercise informal governance over IMF lending. The Review of International Organizations, 8(2), 265290.CrossRefGoogle Scholar
Coffee Jr., J. C. (2001). The rise of dispersed ownership: The roles of law and the state in the separation of ownership and control. Yale Law Journal, 111(1), 1–82.Google Scholar
Coicaud, J. M. and Heiskanen, V. A. (2001). The Legitimacy of International Organizations. United Nations University Press: Tokyo, Japan.Google Scholar
Cyert, R. M. and March, J. G. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ: Prentice Hall, 169187.Google Scholar
Daily, C. M., Dalton, D. R., and Rajagopalan, N. (2003). Governance through ownership: Centuries of practice, decades of research. Academy of Management Journal, 46(2), 151158.Google Scholar
Das, T. K. and Teng, B. S. (1996). Risk types and inter‐firm alliance structures. Journal of Management Studies, 33(6), 827843.CrossRefGoogle Scholar
Datta, D. K. and Guthrie, J. P. (1994). Executive succession: Organizational antecedents of CEO characteristics. Strategic Management Journal, 15(7), 569577.Google Scholar
Datta, D. K., and Rajagopalan, N. (1998). Industry structure and CEO characteristics: An empirical study of succession events. Strategic Management Journal, 19(9), 833852.Google Scholar
Demsetz, H. and Lehn, K. (1985). The structure of corporate ownership: Causes and consequences. Journal of Political Economy, 93(6), 11551177.Google Scholar
Denis, D. K. and McConnell, J. J. (2003). International corporate governance. Journal of Financial and Quantitative Analysis, 38(1), 136.Google Scholar
DiMaggio, P. and Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147160.Google Scholar
Dooley, K. (2002). Organizational complexity. International Encyclopedia of Business and Management, 6, 50135022.Google Scholar
Dror, Y. (1983). Public Policy Making Reexamined. New Brunswick, NJ: Transaction Publishers.Google Scholar
Durand, R. and Vargas, V. (2003). Ownership, organization, and private firms’ efficient use of resources. Strategic Management Journal, 24(7), 667675.Google Scholar
Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 5774.Google Scholar
Fama, E. F. and Jensen, M. C. (1983). Agency problems and residual claims. The Journal of Law and Economics, 26(2), 327349.CrossRefGoogle Scholar
Federo, R. (2017). Governing those who govern: Essays on the governance of intergovernmental organizations. Ph.D. dissertation, Universitat Ramon Lull.Google Scholar
Federo, R. (2020). Qualitative comparative analysis. In F. Badache, L. Kimber, and L. Maertens eds., Introduction to International Organization Research Methods. In press.Google Scholar
Federo, R., Ponomareva, Y., Aguilera, R. V., Saz-Carranza, A., and Losada, C. (2020). Bringing owners back on board: A review of the role of ownership type in board governance. Corporate Governance: An International Review. In press. doi: 10.1111/corg.12346.Google Scholar
Federo, R. and Saz‐Carranza, A. (2015). A research approach to international governmental organizations: Examining executive boards and strategy. In Solana, J. and Saz-Carranza, A., eds., The Global Context: How Politics, Investment, and Institutions Impact European Businesses. Barcelona: ESADEgeo, ESADE Business School, pp. 194211.Google Scholar
Federo, R. and Saz Carranza, A. (2017). Devising strategic plans to improve organizational performance of intergovernmental organizations. Global Policy, 8(2), 202212.Google Scholar
Federo, R. and Saz Carranza, A. (2018). A configurational analysis of board involvement in intergovernmental organizations. Corporate Governance: An International Review, 26(6), 414428.Google Scholar
Federo, R. and Saz-Carranza, A. (2020). A typology of board design for highly effective monitoring in intergovernmental organizations under the United Nations system. Regulation & Governance, 14(2), 344361.Google Scholar
Fernández-i-Marin, X. (2016). ggmcmc: Analysis of MCMC samples and Bayesian inference. Journal of Statistical Software, 70(9), 120.CrossRefGoogle Scholar
Filatotchev, I. and Bishop, K. (2002). Board composition, share ownership, and “underpricing” of UK IPO firms. Strategic Management Journal, 23(10), 941955.Google Scholar
Filatotchev, I. and Wright, M. (2011). Agency perspectives on corporate governance of multinational enterprises. Journal of Management Studies, 48(2), 471486.Google Scholar
Finkelstein, S. and Hambrick, D. C. (1989). Chief executive compensation: A study of the intersection of markets and political processes. Strategic Management Journal, 10(2), 121134.Google Scholar
Fisher, R. and Ury, W. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.Google Scholar
Fiss, P. C. (2011). Building better causal theories: A fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393420.CrossRefGoogle Scholar
Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.Google Scholar
French Jr., J. R. and Raven, B. (1959). The bases of social power. In D. P. Cartwright, ed., Studies in Social Power (150–167). Michigan: University of Michigan.Google Scholar
Furfine, C. H. (2001). Banks as monitors of other banks: Evidence from the overnight federal funds market. The Journal of Business, 74(1), 3357.CrossRefGoogle Scholar
Galbraith, J. R. (1974). Organization design: An information processing view. Interfaces, 4(3), 2836.Google Scholar
Gelman, A., Stern, H. S., Carlin, J. B., Dunson, D. B., Vehtari, A., and Rubin, D. B. (2013). Bayesian Data Analysis. Boca Raton, FL: CRC Press, Chapman and Hall.Google Scholar
George, B., Walker, R. M., and Monster, J. (2019). Does strategic planning improve organizational performance? A meta‐analysis. Public Administration Review, 79(6), 810–819.Google Scholar
George, G., Wiklund, J., and Zahra, S. A. (2005). Ownership and the internationalization of small firms. Journal of Management, 31(2), 210233.Google Scholar
Geweke, J. (1992). Evaluating the accuracy of sampling-based approaches to the calculations of posterior moments. Bayesian Statistics, 4: 641649.Google Scholar
Giambatista, R. C., Rowe, W. G., and Riaz, S. (2005). Nothing succeeds like succession: A critical review of leader succession literature since 1994. The Leadership Quarterly, 16(6), 963991.Google Scholar
Gill, J. (2002). Bayesian Methods: A Social and Behavioral Sciences Approach. Boca Raton, FL: CRC Press, Chapman and Hall.Google Scholar
Goel, A. M. and Thakor, A. V. (2008). Overconfidence, CEO selection, and corporate governance. The Journal of Finance, 63(6), 27372784.CrossRefGoogle Scholar
Gorton, G. and Schmid, F. (1999). Corporate governance, ownership dispersion and efficiency: Empirical evidence from Austrian cooperative banking. Journal of Corporate Finance, 5(2), 119140.Google Scholar
Greckhamer, T. (2016). CEO compensation in relation to worker compensation across countries: The configurational impact of country‐level institutions. Strategic Management Journal, 37(4), 793815.CrossRefGoogle Scholar
Greene, W. H. (2003). Econometric Analysis. Delhi: Pearson Education, India.Google Scholar
Greenhill, B., Ward, M. D., and Sacks, A. (2011). The separation plot: A new visual method for evaluating the fit of binary models. American Journal of Political Science, 55(4), 9911002.CrossRefGoogle Scholar
Greenwood, R., Deephouse, D. L., and Li, S. X. (2007). Ownership and performance of professional service firms. Organization Studies, 28(2), 219238.Google Scholar
Greenwood, R. and Empson, L. (2003). The professional partnership: Relic or exemplary form of governance? Organization Studies, 24(6), 909933.Google Scholar
Gulati, R., Puranam, P., and Tushman, M. (2012). Meta‐organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(6), 571586.Google Scholar
Gulati, R. and Westphal, J. D. (1999). Cooperative or controlling? The effects of CEO-board relations and the content of interlocks on the formation of joint ventures. Administrative Science Quarterly, 44(3), 473506.Google Scholar
Guthrie, J. P. and Datta, D. K. (1998). Corporate strategy, executive selection, and firm performance. Human Resource Management, Published in cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 37(2), 101115.Google Scholar
Haas, E. B. (1990). When Knowledge is Power: Three Models of Change in International Organizations (Vol. 22). Oakland, CA: University of California Press.Google Scholar
Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., and Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35(3), 469502.Google Scholar
Hall, R. H., Johnson, N. J., and Haas, J. E. (1967). Organizational size, complexity, and formalization. American Sociological Review, 32(6), 903912.Google Scholar
Hambrick, D. C. and Jackson, E. M. (2000). Outside directors with a stake: The linchpin in improving governance. California Management Review, 42(4), 108127.Google Scholar
Hambrick, D. C. and Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193206.Google Scholar
Hammer, T. H. and Stern, R. N. (1980). Employee ownership: Implications for the organizational distribution of power. Academy of Management Journal, 23(1), 78100.Google Scholar
Handler, W. C. (1994). Succession in family business: A review of the research. Family Business Review, 7(2), 133157.Google Scholar
Harris, D. and Helfat, C. E. (1998). CEO duality, succession, capabilities and agency theory: Commentary and research agenda. Strategic Management Journal, 19(9), 901904.Google Scholar
Hawkins, D. G. and Jacoby, W. (2006). How agents matter. In Hawkins, D. G., Lake, D. A., Nielson, D. L., and Tierney, M. J., eds., Delegation and Agency in International Organizations. Cambridge, UK: Cambridge University Press.Google Scholar
Hawkins, D. G., Lake, D. A., Nielson, D. L., and Tierney, M. J., eds. (2006). Delegation and agency in international organizations. Cambridge, UK: Cambridge University Press.Google Scholar
Henderson, A. D. and Fredrickson, J. W. (1996). Information-processing demands as a determinant of CEO compensation. Academy of Management Journal, 39(3), 575606.Google Scholar
Hermalin, B. E. and Weisbach, M. S. (2001). Boards of directors as an endogenously determined institution: A survey of the economic literature (NBER Working Paper No. 8161). National Bureau of Economic Research.Google Scholar
Herrmann, P. and Datta, D. K. (2002). CEO successor characteristics and the choice of foreign market entry mode: An empirical study. Journal of International Business Studies, 33(3), 551569.CrossRefGoogle Scholar
Hillman, A. J. and Dalziel, T. (2003). Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Academy of Management Review, 28(3), 383396.Google Scholar
Hillman, A. J., Withers, M. C., and Collins, B. J. (2009). Resource dependence theory: A review. Journal of Management, 35(6), 14041427.Google Scholar
Hirschman, A. O. (1970). Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States (Vol. 25). Cambridge, MA: Harvard University Press.Google Scholar
Hoskisson, R. E., Hitt, M. A., Johnson, R. A., and Grossman, W. (2002). Conflicting voices: The effects of institutional ownership heterogeneity and internal governance on corporate innovation strategies. Academy of Management Journal, 45(4), 697716.Google Scholar
Huxham, C. and Vangen, S. (2005). Managing to Collaborate: The Theory and Practice of Collaborative Advantage. Abingdon, UK: Routledge.Google Scholar
Isett, K. R., Mergel, I. A., LeRoux, K., Mischen, P. A., and Rethemeyer, R. K. (2011). Networks in public administration scholarship: Understanding where we are and where we need to go. Journal of Public Administration Research and Theory, 21(suppl. 1), i157i173.Google Scholar
Jackman, S. (2009). Bayesian Analysis for the Social Sciences (Vol. 846). Hoboken, NJ: John Wiley.Google Scholar
Jensen, M. C. and Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305360.Google Scholar
John, K. and Senbet, L. W. (1998). Corporate governance and board effectiveness. Journal of Banking & Finance, 22(4), 371403.Google Scholar
Kale, P., Dyer, J. H., and Singh, H. (2002). Alliance capability, stock market response, and long‐term alliance success: The role of the alliance function. Strategic Management Journal, 23(8), 747767.Google Scholar
Kang, J. K. and Shivdasani, A. (1995). Firm performance, corporate governance, and top executive turnover in Japan. Journal of Financial Economics, 38(1), 2958.Google Scholar
Kesner, I. F. and Sebora, T. C. (1994). Executive succession: Past, present and future. Journal of Management, 20(2), 327372.Google Scholar
Kiewiet, D. R. and McCubbins, M. D. (1991). The Logic of Delegation. Chicago, IL: University of Chicago Press.Google Scholar
Kickert, W. J., Klijn, E. H., and Koppenjan, J. F., eds. (1997). Managing Complex Networks: Strategies for the Public Sector. Thousand Oaks, CA: Sage.Google Scholar
Kille, K. (2006). From Manager to Visionary: The Secretary-General of the United Nations. New York, NY: Springer.Google Scholar
Klijn, E. H. (2004). Managing Uncertainties in Networks London: Routledge.Google Scholar
Koremenos, B., Lipson, C. and Snidal, D. (2001) Rational design: Looking back to move forward. International Organization, 55(4), 10511082.Google Scholar
Kraske, J., Becker, W. H., Diamond, W., and Galambos, L., eds. (1996). Bankers With a Mission: The Presidents of the World Bank, 1946–91. Washington, DC: World Bank Publications.Google Scholar
La Porta, R., Lopez‐de‐Silanes, F., and Shleifer, A. (1999). Corporate ownership around the world. The Journal of Finance, 54(2), 471517.Google Scholar
Leech, D. and Leahy, J. (1991). Ownership structure, control type classifications and the performance of large British companies. The Economic Journal, 101(409), 14181437.Google Scholar
Levine, R. (2004). The Corporate Governance of Banks: A Concise Discussion of Concepts and Evidence. Washington, DC: World Bank Publications.Google Scholar
Locke, E. A. and Latham, G. P.. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705717.Google Scholar
Long, R. J. (1980). Job attitudes and organizational performance under employee ownership. Academy of Management Journal, 23(4), 726737.Google Scholar
Lorange, P. (1980) Corporate Planning: An Executive Viewpoint. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Lindblom, C. (1959). The science of muddling through. Public Administration Review, 19(2), 7988.Google Scholar
Lyne, M. M., Nielson, D. L., and Tierney, M. J. (2006). Who delegates? Alternative models of principals in development aid. In Hawkins, D. G., Lake, D. A., Nielson, D. L., and Tierney, M. J., eds., Delegation and Agency in International Organizations. Cambridge, UK: Cambridge University Press, 44.Google Scholar
Macey, J. R. and O’Hara, M. (2003). The corporate governance of banks. Economic Policy Review, 9(1), 91–107.Google Scholar
Marshall, M. G. and Jaggers, K. (2002). Polity IV Project: Political Regime Characteristics and Transitions, 1800–2002: Dataset Users’ Manual. Maryland, MD: University of Maryland.Google Scholar
McNulty, T. and Pettigrew, A. (1999). Strategists on the board. Organization Studies, 20(1), 4774.Google Scholar
Mayer, R. C., Davis, J. H., and Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709734.Google Scholar
Meyer, J. W., and Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340363.Google Scholar
Miles, R. and Snow, C. (1978) Organizational strategy, structure and process. New York, NY: McGraw-Hill.Google Scholar
Miller, D., Kets de Vries, M. F. , and Toulouse, J. M. (1982). Top executive locus of control and its relationship to strategy-making, structure, and environment. Academy of Management Journal, 25(2), 237253.Google Scholar
Mintzberg, H. (1973). Strategy-making in three modes. California Management Review, 16(2), 4453.Google Scholar
Mintzberg, H. (1993). Structure in Fives: Designing Effective Organizations. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Misangyi, V. F., Greckhamer, T., Furnari, S., Fiss, P. C., Crilly, D., and Aguilera, R. V. (2017). Embracing causal complexity: The emergence of a neo-configurational perspective. Journal of Management, 43(1), 255282.Google Scholar
Mitchell, W. (1994). The dynamics of evolving markets: The effects of business sales and age on dissolutions and divestitures. Administrative Science Quarterly, 39(4), 575602.Google Scholar
Mitchell, R. K., Agle, B. R., and Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853886.Google Scholar
Mitrany, D. (1948). The functional approach to world organization. International Affairs (Royal Institute of International Affairs 1944–), 24(3), 350363.Google Scholar
Mizruchi, M. S. (1983). Who controls whom? An examination of the relation between management and boards of directors in large American corporations. Academy of Management Review, 8(3), 426435.Google Scholar
Mohr, J. and Spekman, R. (1994). Characteristics of partnership success: Partnership attributes, communication behavior, and conflict resolution techniques. Strategic Management Journal, 15(2), 135152.Google Scholar
Müller‐Seitz, G. (2012). Leadership in interorganizational networks: A literature review and suggestions for future research. International Journal of Management Reviews, 14(4), 428443.Google Scholar
Ness, G. D. and Brechin, S. R. (1988). Bridging the gap: International organizations as organizations. International Organization, 42(2), 245273.Google Scholar
Nicholson, G. J. and Kiel, G. C. (2007). Can directors impact performance? A case-based test of three theories of corporate governance. Corporate Governance: An International Review, 15(4), 585608.Google Scholar
Nielson, D. L. and Tierney, M. J. (2003). Delegation to international organizations: Agency theory and World Bank environmental reform. International Organization, 57(2), 241276.Google Scholar
Northouse, P. G. (2010). Authentic Leadership. Leadership Theory and Practice (5th ed.). Los Angeles, CA: Sage, 205239.Google Scholar
Nye Jr., J. S. (2013). Presidential Leadership and the Creation of the American Era. Princeton, NJ: Princeton University Press.Google Scholar
Ocasio, W. and Kim, H. (1999). The circulation of corporate control: Selection of functional backgrounds of new CEOs in large US manufacturing firms, 1981–1992. Administrative Science Quarterly, 44(3), 532562.Google Scholar
Oesterle, M. J., Richta, H. N., and Fisch, J. H. (2013). The influence of ownership structure on internationalization. International Business Review, 22(1), 187201.Google Scholar
Olson, M. (1965). The Logic of Collective Action: Public Goods and the Theory of Groups. Cambridge, MA: Harvard University Press.Google Scholar
Ospina, S. M. and Saz-Carranza, A. (2010). Paradox and collaboration in network management. Administration & Society, 42(4), 404440.Google Scholar
Parente, T. C. and Federo, R. (2019). Qualitative comparative analysis: Justifying a neo-configurational approach in management research. RAUSP Management Journal, 54(4), 399412.Google Scholar
Pevehouse, J., Nordstrom, T., and Warnke, K. (2004). The Correlates of War 2 international governmental organizations data version 2.0. Conflict Management and Peace Science, 21(2), 101119.Google Scholar
Peng, M. W., Tan, J., and Tong, T. W. (2004). Ownership types and strategic groups in an emerging economy. Journal of Management Studies, 41(7), 11051129.Google Scholar
Pfeffer, J. and Salancik, G. R. (1978). The External Control of Organizations: A Resource-Dependence Perspective. Redwood City, CA: Stanford University Press.Google Scholar
Phan, P. H., Siegel, D. S., and Wright, M. (2005). Science parks and incubators: Observations, synthesis and future research. Journal of Business Venturing, 20(2), 165182.Google Scholar
Pierce, J. L. and Delbecq, A. L. (1977). Organization structure, individual attitudes and innovation. Academy of Management Review, 2(1), 2737.Google Scholar
Pierce, J. L., Rubenfeld, S. A., and Morgan, S. (1991). Employee ownership: A conceptual model of process and effects. Academy of Management Review, 16(1), 121144.CrossRefGoogle Scholar
Plummer, M. (2013). rjags: Bayesian graphical models using MCMC. R package version, 3(10).Google Scholar
Porta, R. L., Lopez-de-Silanes, F., Shleifer, A., and Vishny, R. W. (1998). Law and finance. Journal of Political Economy, 106(6), 11131155.Google Scholar
Provan, K. G. and Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229252.Google Scholar
Pugh, D. S., Hickson, D. J., Hinings, C. R., and Turner, C. (1968). Dimensions of organization structure. Administrative Science Quarterly, 13, 65105.Google Scholar
Quinn, J. B. (1980). Strategies for Change: Logical Incrementalism. Homewood, IL: Richard D. Irwin.Google Scholar
Richard, P. J., Devinney, T. M., Yip, G. S., and Johnson, G. (2009) Measuring organizational performance: Towards methodological best practice. Journal of Management, 35(3), 718804.Google Scholar
Ruggie, J. G. (1982). International regimes, transactions, and change: Embedded liberalism in the postwar economic order. International Organization, 36(2), 379415.Google Scholar
Rutherford, A. and Lozano, J. (2018). Top management turnover: The role of governing board structures. Public Administration Review, 78(1), 104115.Google Scholar
Salancik, G. R. and Pfeffer, J. (1974). The bases and use of power in organizational decision-making: The case of a university. Administrative Science Quarterly, 19(4), 453473.Google Scholar
Saz-Carranza, A. (2012). Uniting Diverse Organizations: Managing Goal-Oriented Advocacy Networks. Abingdon, UK: Routledge.Google Scholar
Saz-Carranza, A. (2015). Agents as brokers: Leadership in multilateral organizations. Global Policy, 6(3), 277289.Google Scholar
Saz-Carranza, A., Albareda, A., and Federo, R. (2020). Network tasks and accountability: A configurational analysis of EU regulatory networks. Public Administration, 98(2): 480497.Google Scholar
Saz-Carranza, A., Fernandez-i-Marin, X., Federo, R., and Losada, C. (2018). Balancing effectiveness and control in global intergovernmental organizations. In Academy of Management Proceedings 2018(1). Briarcliff Manor, NY: Academy of Management, p. 12778.Google Scholar
Schemeil, Y. (2013). Bringing international organization in: Global institutions as adaptive hybrids. Organization Studies, 34(2), 219252.Google Scholar
Sebora, T. C. and Kesner, I. F. (1996). The CEO selection decision process: Bounded rationality and decision component ordering. Journal of Multi‐Criteria Decision Analysis, 5(3), 183194.Google Scholar
Shaffer, G. (2015). How the World Trade Organization shapes regulatory governance. Regulation & Governance, 9(1), 115.Google Scholar
Silvia, C. and McGuire, M. (2010). Leading public sector networks: An empirical examination of integrative leadership behaviors. The Leadership Quarterly, 21(2), 264277.Google Scholar
Simmons, B. (2008). International law and international relations. In Whittington, K. E., Kelemen, R. D., and Caldeira, G. A., eds., The Oxford Handbook of Law and Politics (187–208). Oxford, UK: Oxford University Press.Google Scholar
Simon, H. A. (1948). The Sciences of the Artificial. Cambridge, MA: MIT Press.Google Scholar
Stuart, T. E. and Podolny, J. M. (1996). Local search and the evolution of technological capabilities. Strategic Management Journal, 17(S1), 2138.Google Scholar
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571610.Google Scholar
Sundaramurthy, C. and Lewis, M. (2003). Control and collaboration: Paradoxes of governance. Academy of Management Review, 28(3), 397415.Google Scholar
Steijn, B. and Klijn, E. (2008). The impact of network management in governance networks. Public Administration, 88, 121.Google Scholar
Stone, R. (2013). Informal governance in international organizations: Introduction to the special issue. The Review of International Organizations, 8(2), 121136.Google Scholar
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571610.Google Scholar
Sur, S., Lvina, E., and Magnan, M. (2013). Why do boards differ? Because owners do: Assessing ownership impact on board composition. Corporate Governance: An International Review, 21(4), 373389.Google Scholar
Tallberg, J. (2004). The power of the presidency: Brokerage, efficiency and distribution in EU negotiations. JCMS: Journal of Common Market Studies, 42(5), 9991022.Google Scholar
Tallberg, J. (2010). The power of the chair: Formal leadership in international cooperation. International Studies Quarterly, 54(1), 241265.Google Scholar
Tallberg, J. and Zürn, M. (2019). The legitimacy and legitimation of international organizations: Introduction and framework. The Review of International Organizations, 14(4), 581606.Google Scholar
Team, R. C. (2013). R: A language and environment for statistical computing. http://cran.univ-paris1.fr/web/packages/dplR/vignettes/intro-dplR.pdf.Google Scholar
Teece, D. J., Pisano, G., and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509533.Google Scholar
Van den Berghe, L. A. and Levrau, A. (2004). Evaluating boards of directors: What constitutes a good corporate board? Corporate Governance: An International Review, 12(4), 461478.Google Scholar
Volgy, T. J., Fausett, E., Grant, K. and Rodgers, S. (2008). Identifying formal intergovernmental organizations. Journal of Peace Research, 45(6), 837850.Google Scholar
Walker, R. M., Brewer, G. A., Bozeman, B., Moon, M. J., and Wu, J. (2013). An experimental assessment of public ownership and performance. Public Management Review, 15(8), 12081228.Google Scholar
Westphal, J. D. (1999). Collaboration in the boardroom: Behavioral and performance consequences of CEO-board social ties. Academy of Management Journal, 42(1), 724.Google Scholar
Westphal, J. D. and Fredrickson, J. W. (2001). Who directs strategic change? Director experience, the selection of new CEOs, and change in corporate strategy. Strategic Management Journal, 22(12), 11131137.Google Scholar
Williamson, O. E. (1979). Transaction-cost economics: The governance of contractual relations. The Journal of Law and Economics, 22(2), 233261.Google Scholar
Young, M. N., Peng, M. W., Ahlstrom, D., Bruton, G. D., and Jiang, Y. (2008). Corporate governance in emerging economies: A review of the principal–principal perspective. Journal of Management Studies, 45(1), 196220.Google Scholar
Zajac, E. J. (1990). CEO selection, succession, compensation and firm performance: A theoretical integration and empirical analysis. Strategic Management Journal, 11(3), 217230.Google Scholar
Zahra, S. A. and Nielsen, A. P. (2002). Sources of capabilities, integration and technology commercialization. Strategic Management Journal, 23(5), 377398.Google Scholar
Zahra, S. A. and Pearce, J. A. (1989). Boards of directors and corporate financial performance: A review and integrative model. Journal of Management, 15(2), 291334.Google Scholar
Zahra, S. A. and Pearce, J. A. (1990). Determinants of board directors’ strategic involvement. European Management Journal, 8(2), 164173.Google Scholar
Zhang, Y. and Rajagopalan, N. (2010). Once an outsider, always an outsider? CEO origin, strategic change, and firm performance. Strategic Management Journal, 31(3), 334346.Google Scholar
Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure, 1840–1920. Research in Organizational Behavior, 8, 53111.Google Scholar

Save element to Kindle

To save this element to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Management and Governance of Intergovernmental Organizations
Available formats
×

Save element to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Management and Governance of Intergovernmental Organizations
Available formats
×

Save element to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Management and Governance of Intergovernmental Organizations
Available formats
×