LEADER 03721nam 2200517 450 001 9910629584203321 005 20230203213608.0 010 $a0-19-266982-6 010 $a0-19-194674-5 010 $a0-19-266983-4 035 $a(MiAaPQ)EBC7044662 035 $a(Au-PeEL)EBL7044662 035 $a(CKB)24242972600041 035 $a(UK-OxUP)9780191946745 035 $a(PPN)268193258 035 $a(EXLCZ)9924242972600041 100 $a20220728d2022 ||| | 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aGlobal legitimacy crises $edecline and revival in multilateral governance /$fThomas Sommerer,Hans Agne?,Fariborz Zelli and Bart Bes$b[electronic resource] 210 1$aOxford $cOxford University Press$d2022 215 $a1 online resource (230 pages) 225 0 $aOxford scholarship online 311 08$aPrint version: Sommerer, Thomas Global Legitimacy Crises Oxford : Oxford University Press, Incorporated,c2022 9780192856326 327 $a1 Introduction -- 2 Conceptualizing Legitimacy Crises in Multilateral Governance -- 3 Patterns of Legitimacy Crises in 32 International Organizations -- 4 The Legitimacy Crises of the WTO and the UNFCCC -- 5 Explaining the Consequences of Legitimacy Crises in Multilateral Governance -- 6 The Consequences of IO Legitimacy Crises -- 7 The Consequences of Legitimacy Crises in Global Governance -- 8 Conclusion 330 3 $aThis book addresses the consequences of legitimacy in global governance, in particular asking: when and how do legitimacy crises affect international organizations (IOs) and their capacity to rule. The book starts with a new conceptualization of legitimacy crisis that looks at public challenges from a variety of actors. Based on this conceptualization, it applies a mixed-methods approach to identify and examine legitimacy crises, starting with a quantitative analysis of mass media data on challenges of a sample of 32 IOs. It shows that some, but not all organizations have experienced legitimacy crises, spread over several decades from 1985 to 2020. Following this, the book presents a qualitative study to further examine legitimacy crises of two selected case studies: the WTO and the UNFCCC. Whereas earlier research assumed that legitimacy crises have negative consequences, the book introduces a theoretical framework that privileges the activation inherent in a legitimacy crisis. It holds that this activation may not only harm an IO, but could also strengthen it, in terms of its material, institutional, and decision-making capacity. The following statistical analysis shows that whether a crisis has predominantly negative or positive effects depends on a variety of factors. These include the specific audience whose challenges define a certain crisis, and several institutional properties of the targeted organization. The ensuing in-depth analysis of the WTO and the UNFCCC further reveals how legitimacy crises and both positive and negative consequences are interlinked, and that effects of crises are sometimes even visible beyond the organizational borders. 410 0$aOxford Academic 606 $aLegitimacy of governments 606 $aInternational agencies 615 0$aLegitimacy of governments 615 0$aInternational agencies 676 $a341.2 700 $aSommerer$b Thomas$01264962 702 $aSommerer$b Thomas 702 $aAgne?$b Hans 702 $aZelli$b Fariborz 702 $aBes$b Bart 801 0$bUK-OxUP 801 1$bUK-OxUP 906 $aBOOK 912 $a9910629584203321 996 $aGlobal Legitimacy Crises$92966054 997 $aUNINA