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Devising Strategic Plans to improve Organizational Performance of Intergovernmental Organizations

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  • Ryan Federo
  • Angel Saz-Carranza

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  • Ryan Federo & Angel Saz-Carranza, 2017. "Devising Strategic Plans to improve Organizational Performance of Intergovernmental Organizations," Global Policy, London School of Economics and Political Science, vol. 8(2), pages 202-212, May.
    • Handle: RePEc:bla:glopol:v:8:y:2017:i:2:p:202-212
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    File URL: http://hdl.handle.net/10.1111/1758-5899.12380
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    References listed on IDEAS

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    1. Tamar Gutner & Alexander Thompson, 2010. "The politics of IO performance: A framework," The Review of International Organizations, Springer, vol. 5(3), pages 227-248, September.
    2. Giandomenico Majone, 2001. "Two Logics of Delegation," European Union Politics, , vol. 2(1), pages 103-122, February.
    3. Liesbet Hooghe & Gary Marks, 2015. "Delegation and pooling in international organizations," The Review of International Organizations, Springer, vol. 10(3), pages 305-328, September.
    4. Nielson, Daniel L. & Tierney, Michael J., 2003. "Delegation to International Organizations: Agency Theory and World Bank Environmental Reform," International Organization, Cambridge University Press, vol. 57(2), pages 241-276, April.
    5. Koremenos, Barbara & Lipson, Charles & Snidal, Duncan, 2001. "Rational Design: Looking Back to Move Forward," International Organization, Cambridge University Press, vol. 55(4), pages 1051-1082, October.
    6. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
    7. Leonardo Martinez-Diaz, 2009. "Boards of directors in international organizations: A framework for understanding the dilemmas of institutional design," The Review of International Organizations, Springer, vol. 4(4), pages 383-406, December.
    8. Barnett, Michael N. & Finnemore, Martha, 1999. "The Politics, Power, and Pathologies of International Organizations," International Organization, Cambridge University Press, vol. 53(4), pages 699-732, October.
    9. Kenneth W. Abbott & Duncan Snidal, 1998. "Why States Act through Formal International Organizations," Journal of Conflict Resolution, Peace Science Society (International), vol. 42(1), pages 3-32, February.
    10. Daniel Blake & Autumn Payton, 2015. "Balancing design objectives: Analyzing new data on voting rules in intergovernmental organizations," The Review of International Organizations, Springer, vol. 10(3), pages 377-402, September.
    11. Yves Schemeil, 2013. "Bringing International Organization In," Post-Print halshs-00810370, HAL.
    12. Amy L. Pablo & Trish Reay & James R. Dewald & Ann L. Casebeer, 2007. "Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector," Journal of Management Studies, Wiley Blackwell, vol. 44(5), pages 687-708, July.
    13. Gallarotti, Giulio M., 1991. "The limits of international organization: systematic failure in the management of international relations," International Organization, Cambridge University Press, vol. 45(2), pages 183-220, April.
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    Cited by:

    1. Md. Abdul Kaium Masud & Md. Harun Ur Rashid & Tehmina Khan & Seong Mi Bae & Jong Dae Kim, 2019. "Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line," IJERPH, MDPI, vol. 16(22), pages 1-18, November.
    2. Ryan Federo & Angel Saz‐Carranza, 2020. "A typology of board design for highly effective monitoring in intergovernmental organizations under the United Nations system," Regulation & Governance, John Wiley & Sons, vol. 14(2), pages 344-361, April.

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