How do international organizations develop institutional memory from their failures? As this book argues, the learning infrastructure in these organizations often disincentivizes error reporting ¿ prompting elites to informally share knowledge via networks. Drawing on interviews and an experiment with 120 NATO elite officials, this book reveals the importance of institutional design in making or breaking a learning organization.
How do international organizations develop institutional memory from their failures? As this book argues, the learning infrastructure in these organizations often disincentivizes error reporting ¿ prompting elites to informally share knowledge via networks. Drawing on interviews and an experiment with 120 NATO elite officials, this book reveals the importance of institutional design in making or breaking a learning organization.
Heidi 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.
Inhaltsangabe
* Table 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 Crisis Management * Appendix * Notes * Bibliography * Index
* Table 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 Crisis Management * Appendix * Notes * Bibliography * Index
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