Working for World Peace: Between Idealism and Cynicism in International Organizations

Christian, Ben

doi:10.2478/sjs-2023-0003

Cited by 4 publications

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“…OI développent de nouvelles compétences techniques qui enrichissent leur « compétence bureau cratique » générale(Dairon 2023). Mais l'accroissement de la charge procédurale peut également contribuer à entretenir le cercle vicieux du cynisme (le « cynicism trap ») mis en évidence parChristian (2023) dans son article pour ce numéro spécial. 15 Entretien, Partnerships Unit (OPCP), Rome, avril 2017. d…”

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Social Boundary Work in International Organizations: Taxonomy and Resistance

Guilbaud

2023

Swiss Journal of Sociology

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This article – based on the case studies of the WHO and the FAO – shows that the expansion of cooperation between international organizations (IOs) and non-state actors (NSAs) leads to a significant rearrangement of IOs organizational boundaries. IOs develop bureaucratic procedures (e. g. due diligence, risk management) that lead IO employees to be in charge of “taxonomy work”, i. e. the classification and hierarchization of NSAs. This work re draws the boundaries of IOs and generates resistance and contestation, both inside and out side IOs.

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Social Boundary Work in International Organizations: Taxonomy and Resistance

Guilbaud

2023

Swiss Journal of Sociology

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“Just Theater!”—How Self-Legitimation Practices Can Backfire in International Organizations

Christian

2024

Global Studies Quarterly

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Working in international organizations (IOs) is not always a pleasure. Contradictory external demands make it difficult to do the right thing, constant failures in the field lead to frustration, and hierarchical structures require “emotional labor” on the part of IO staff. While we know that IO leadership therefore engages in self-legitimation practices to strengthen employee motivation and maintain organizational cohesion, we know little about the actual results of these activities. To address this gap, I focus on the perceptions of “ordinary” IO employees. Based on seventy-five in-depth interviews with IO staff in two different IOs, the United Nations (UN) Secretariat and the Food and Agriculture Organization (FAO), I develop a typology of five different staff responses to internal legitimation. I show that leadership’s legitimation efforts can not only result in (i) acceptance and adoption of the given narratives but also lead to (ii) criticism, (iii) toleration, (iv) cynicism, or even (v) exit of IO employees. Thus, ironically, the very leadership activities that are supposed to foster internal stability can also backfire and contribute to the destabilization of the IO. Building on these findings, I discuss two factors that influence IO employees’ perception of self-legitimation practices and are crucial for their success: the credibility of IO leaders and the right balance between glossing over and self-criticism in their legitimation narratives. I conclude by arguing that, contrary to common belief, legitimation and critique are not irreconcilable opposites. Rather, self-criticism can be an integral part of successful legitimation.

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Anchoring International Organizations in Organizational Sociology

Badache

Kimber

2023

Swiss Journal of Sociology

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Working for World Peace: Between Idealism and Cynicism in International Organizations

Cited by 4 publications

References 35 publications

Social Boundary Work in International Organizations: Taxonomy and Resistance

Social Boundary Work in International Organizations: Taxonomy and Resistance

“Just Theater!”—How Self-Legitimation Practices Can Backfire in International Organizations

Anchoring International Organizations in Organizational Sociology

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