Free Delivery Over $100
|
|
|||
|
||||
OverviewFull Product DetailsAuthor: Heidi Hardt (Assistant Professor of Political Science, Assistant Professor of Political Science, University of California, Irvine)Publisher: Oxford University Press Inc Imprint: Oxford University Press Inc Dimensions: Width: 23.10cm , Height: 2.30cm , Length: 15.50cm Weight: 0.417kg ISBN: 9780190672188ISBN 10: 0190672188 Pages: 296 Publication Date: 10 May 2018 Audience: Professional and scholarly , Professional & Vocational Format: Paperback Publisher's Status: Active Availability: To order  Stock availability from the supplier is unknown. We will order it for you and ship this item to you once it is received by us. Table of ContentsTable of Contents Abbreviations Acknowledgements Chapter 1: Lessons in Failure: Institutional Memory of Strategic Errors Chapter 2: Tête à tête: The Informal Development of Institutional Memory Chapter 3: Dilemmas in Design: Constraints on Sharing Knowledge of Errors Chapter 4: See No Evil: Reflections on Errors in Afghanistan, Libya and Ukraine Chapter 5: Hear No Evil: The Informal Processes of Sharing Knowledge of Errors Chapter 6: Speak No Evil: The Sources that Spur Knowledge Sharing of Errors Chapter 7: A Reactive Culture: Why the Informal Development of Memory Persists Chapter 8: Conclusion: Toward Total Recall in International Organizations Appendix Notes Bibliography IndexReviewsHow do international organizations develop institutional memory? Heidi Hardt argues that we look at both formal and informal processes within the organization - and particularly the way they shape reaction to strategic errors - to understand institutional memory formation. In making her argument she provides a wealth of evidence about the formal processes in NATO, why they are often skirted, and the informal mechanisms that allow the organization to work. Reliance on informal mechanisms is critical to NATO's functioning but also makes it reliant on key personalities. Hardt expects that similar dynamics are common in other IOs. If you are interested in institutional learning or NATO, you will want to read this book. --Deborah Avant, Sie Cheou-Kang Chair and Director for International Security and Diplomacy, University of Denver Extremely well designed, this is an impressive and ambitious book, whose arguments are compelling. Hardt's interviews and surveys provide incredibly rich and unparalleled data. Anyone studying NATO needs to read this book, and it will be of great value to scholars and students studying other international organizations. --James Goldgeier, author of Not Whether But When: The U.S. Decision to Enlarge NATO Can international organizations learn? The answer is more than just a simple no as Heidi Hardt finds that formal lessons learning processes are doomed to fail, but that informal learning can occur. Given how much has been asked of NATO and how much NATO has done the past twenty years, it is an important, fruitful, intriguing, and, due to Hardt's extensive interviews, fascinating case. This book is a must for students of International Organizations as Hardt moves beyond the basic question of whether IOs matter or if they have agency to determine under what conditions will they improve. Hardt provides a compelling account for why NATO has not figured out how to perform better as it has centres and institutions devoted to learning lessons. --Stephen M. Saideman, Paterson Chair in International Affairs, Carleton University How do international organizations develop institutional memory? Heidi Hardt argues that we look at both formal and informal processes within the organization - and particularly the way they shape reaction to strategic errors - to understand institutional memory formation. In making her argument she provides a wealth of evidence about the formal processes in NATO, why they are often skirted, and the informal mechanisms that allow the organization to work. Reliance on informal mechanisms is critical to NATO's functioning but also makes it reliant on key personalities. Hardt expects that similar dynamics are common in other IOs. If you are interested in institutional learning or NATO, you will want to read this book. --Deborah Avant, Sie Cheou-Kang Chair and Director for International Security and Diplomacy, University of Denver Extremely well designed, this is an impressive and ambitious book, whose arguments are compelling. Hardt's interviews and surveys provide incredibly rich and unparalleled data. Anyone studying NATO needs to read this book, and it will be of great value to scholars and students studying other international organizations. --James Goldgeier, author of Not Whether But When: The U.S. Decision to Enlarge NATO Can international organizations learn? The answer is more than just a simple no as Heidi Hardt finds that formal lessons learning processes are doomed to fail, but that informal learning can occur. Given how much has been asked of NATO and how much NATO has done the past twenty years, it is an important, fruitful, intriguing, and, due to Hardt's extensive interviews, fascinating case. This book is a must for students of International Organizations as Hardt moves beyond the basic question of whether IOs matter or if they have agency to determine under what conditions will they improve. Hardt provides a compelling account for why NATO has not figured out how to perform better as it has centres and institutions devoted to learning lessons. --Stephen M. Saideman, Paterson Chair in International Affairs, Carleton University How do international organizations develop institutional memory? Heidi Hardt argues that we look at both formal and informal processes within the organization - and particularly the way they shape reaction to strategic errors - to understand institutional memory formation. In making her argument she provides a wealth of evidence about the formal processes in NATO, why they are often skirted, and the informal mechanisms that allow the organization to work. Reliance on informal mechanisms is critical to NATO's functioning but also makes it reliant on key personalities. Hardt expects that similar dynamics are common in other IOs. If you are interested in institutional learning or NATO, you will want to read this book. --Deborah Avant, Sie Cheou-Kang Chair and Director for International Security and Diplomacy, University of Denver Extremely well designed, this is an impressive and ambitious book, whose arguments are compelling. Hardt's interviews and surveys provide incredibly rich and unparalleled data. Anyone studying NATO needs to read this book, and it will be of great value to scholars and students studying other international organizations. --James Goldgeier, author of Not Whether But When: The U.S. Decision to Enlarge NATO Can international organizations learn? The answer is more than just a simple no as Heidi Hardt finds that formal lessons learning processes are doomed to fail, but that informal learning can occur. Given how much has been asked of NATO and how much NATO has done the past twenty years, it is an important, fruitful, intriguing, and, due to Hardt's extensive interviews, fascinating case. This book is a must for students of International Organizations as Hardt moves beyond the basic question of whether IOs matter or if they have agency to determine under what conditions will they improve. Hardt provides a compelling account for why NATO has not figured out how to perform better as it has centres and institutions devoted to learning lessons. --Stephen M. Saideman, Paterson Chair in International Affairs, Carleton University """How do international organizations develop institutional memory? Heidi Hardt argues that we look at both formal and informal processes within the organization - and particularly the way they shape reaction to strategic errors - to understand institutional memory formation. In making her argument she provides a wealth of evidence about the formal processes in NATO, why they are often skirted, and the informal mechanisms that allow the organization to work. Reliance on informal mechanisms is critical to NATO's functioning but also makes it reliant on key personalities. Hardt expects that similar dynamics are common in other IOs. If you are interested in institutional learning or NATO, you will want to read this book."" --Deborah Avant, Sié Chéou-Kang Chair and Director for International Security and Diplomacy, University of Denver ""Extremely well designed, this is an impressive and ambitious book, whose arguments are compelling. Hardt's interviews and surveys provide incredibly rich and unparalleled data. Anyone studying NATO needs to read this book, and it will be of great value to scholars and students studying other international organizations."" --James Goldgeier, author of Not Whether But When: The U.S. Decision to Enlarge NATO ""Can international organizations learn? The answer is more than just a simple no as Heidi Hardt finds that formal lessons learning processes are doomed to fail, but that informal learning can occur. Given how much has been asked of NATO and how much NATO has done the past twenty years, it is an important, fruitful, intriguing, and, due to Hardt's extensive interviews, fascinating case. This book is a must for students of International Organizations as Hardt moves beyond the basic question of whether IOs matter or if they have agency to determine under what conditions will they improve. Hardt provides a compelling account for why NATO has not figured out how to perform better as it has centres and institutions devoted to learning lessons."" --Stephen M. Saideman, Paterson Chair in International Affairs, Carleton University" Author InformationHeidi Hardt is an Assistant Professor of Political Science at the University of California, Irvine. Her research explains how and why international organizations perform in the ways that they do, particularly in the area of international conflict management. She is the author of Time to React: The Efficiency of International Organizations in Crisis Response (Oxford University Press, 2014). Her research has also been published in edited volumes and in journals, including Review of International Organizations, Global Governance, European Security and African Security. Tab Content 6Author Website:Countries AvailableAll regions |
||||
