Breaking the Bank

Ayres, Robert L.

doi:10.2307/1148253

Cited by 18 publications

(3 citation statements)

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“…According to current textbook definitions of IGOs, their core function is still described as supporting states to negotiate and find agreements (Archer 2001; Muldoon 2003)—“[p]ut simply, states create legal rules through international organizations; states break these rules in spite of their commitments” (Joyner 2005:104). However, older as well as more recent (in particular empirical) approaches have highlighted that IGOs can frame and sometimes shape member states’ behavior, for example the World Bank redefined the notion of poverty in the 1970s (Ayres 1981:107) and also engages since the early 1990s in global social security policy (Wodsak and Koch 2010). In a similar vein, the UNHCR established in 1951 with an expected life span of three years, evolved from an entirely dependent organization to an organization able “to capitalize on world events and use its authority to greatly expand both the groups of people it assisted and the kinds of assistance it could give” (Barnett and Finnemore 2004:73).…”

Section: Between Interstate Cooperation and Managing International Rementioning

confidence: 99%

Autonomization of IGOs

Koch

2009

International Political Sociology

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This article attempts to explain how international governmental organizations (IGOs) become autonomous. It argues for a conceptual shift to an organizational studies perspective that puts the concept of the organization at the center of attention. Although some approaches in IR already apply particular organizational theories, an open‐system perspective offers a promising representation of IGOs, their internal dynamics, and external relations. Within an open‐system perspective, modern system theory is useful for examining how autonomization processes can be explained by taking into account the momentum of self‐referential closure on the basis of decisions.

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Section: Between Interstate Cooperation and Managing International Rementioning

confidence: 99%

Autonomization of IGOs

Koch

2009

International Political Sociology

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“…The author of a Heritage Foundation "scorecard" on World Bank lending during the 1980s found that during 1983-1987 the Bank regularly ignored United States interests (Tammen, 1988). In contrast, Robert L. Ayres has argued, based on the 20 largest recipients of World Bank loans, that the World Bank and IDA have loaned the bulk of their resources to countries that are highly important to America's geopolitical and geostrategic interests (Ayres, 1981). Writing in 1986, referring specifically to the World Bank, Richard E. Feinberg (Feinberg, 1986) noted that United States influence is built on much more than U.S. voting power and its ability to nominate the President.…”

Section: Has United States Policy Influenced the Multilateral Developmentioning

confidence: 99%

United States Policy Toward the Multilateral Development Banks

Ruttan

1995

Policy Studies Journal

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During its first several decades, the World Bank operated with few constraints on its lending authority. Lending policies reflected primarily the economic and political objectives of Bank management and staff. With the establishment of the International Development Association (IDA) soft loan window 1960 this autonomy began to erode. The funds needed to support the IDA soft loans had to be replenished. This opened the door to greater political pressure on Bank policy by the administration and Congress. Since the mid‐1980s environmental interest groups increasingly have been effective in bringing pressure to bear on World Bank and other MDB policy.

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“…To a significant degree, however, McNamara's successful leadership of the Bank resulted from his promulgation of an organizational ideology which some characterize as neo-liberalism 27 and others as a variant of developmentalism. 28 Haas' observations about executive head leadership appear to be particularly relevant here.…”

Section: Organizational Characten'st/csmentioning

confidence: 99%

Leadership in international organizations: systemic, organizational and personality factors

Schechter¹

1987

Rev. Int. Stud.

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The study of international organization has frequently involved a discussion of the skills necessary for effective leadership. Such an orientation flows from the notion that effective leadership may be ‘the most critical single determinant of the growth in scope and authority of international organization’. Thus there has long been a bias toward the study of dynamic executive heads, those who are either international organization founders or at least leaders during periods of rapid organizational growth. Indeed the characteristics of such leaders (often referred to as the skills of institutionalization and identified with the names of Haas and Cox) are frequently taken to be the characteristics of the ideal executive head.

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Breaking the Bank

Cited by 18 publications

References 0 publications

Autonomization of IGOs

Autonomization of IGOs

United States Policy Toward the Multilateral Development Banks

Leadership in international organizations: systemic, organizational and personality factors

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