LEADER 03361nam 2200613 450 001 9910812656903321 005 20200520144314.0 010 $a1-5017-1241-1 010 $a1-5017-0977-1 024 7 $a10.7591/9781501709777 035 $a(CKB)4340000000195321 035 $a(OCoLC)1005354183 035 $a(MdBmJHUP)muse65429 035 $a(MiAaPQ)EBC4982964 035 $a(DE-B1597)496628 035 $a(DE-B1597)9781501709777 035 $a(Au-PeEL)EBL4982964 035 $a(CaPaEBR)ebr11449353 035 $a(CaONFJC)MIL1040445 035 $a(EXLCZ)994340000000195321 100 $a20170327d2017 uy| 0 101 0 $aeng 135 $aur|||||||nn|n 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 14$aThe authority trap $estrategic choices of international NGOs /$fSarah S. Stroup and Wendy H. Wong 210 1$aIthaca :$cCornell University Press,$d2017. 215 $a1 online resource (pages cm) 311 $a1-5017-0215-7 311 $a1-5017-0214-9 320 $aIncludes bibliographical references and index. 327 $aAuthority and audiences -- The exceptional nature of INGO authority -- Targeting states -- INGOs and corporations -- With friends like these : INGOs as audience -- Audience-based authority in politics. 330 $aNot all international nongovernmental organizations (INGOs) are created equal, Some have emerged as "leading INGOs" that command deference from various powerful audiences and are well-positioned to influence the practices of states, corporations, and other INGOs. Yet Sarah S. Stroup and Wendy H. Wong make a strong case for the tenuous nature of this position: in order to retain their authority, INGOs such as Greenpeace, Oxfam, and Amnesty International refrain from expressing radical opinions that severely damage their long-term reputation. Stroup and Wong contend such INGOs must constantly adjust their behavior to maintain a delicate equilibrium that preserves their status.Activists, scholars, and students seeking to understand how international organizations garner and conserve power-and how this affects their ability to fulfill their stated missions-will find much of value in The Authority Trap. The authors use case studies that illuminate how INGOs are received by three main audiences: NGO peers, state policymakers, and corporations. In the end, the authors argue, the more authority an INGO has, the more constrained is its ability to affect the conduct of world politics. 606 $aNon-governmental organizations$xPolitical aspects 606 $aOrganizational behavior$xPolitical aspects 606 $aOrganizational effectiveness$xPolitical aspects 606 $aAuthority 606 $aReputation$xPolitical aspects 615 0$aNon-governmental organizations$xPolitical aspects. 615 0$aOrganizational behavior$xPolitical aspects. 615 0$aOrganizational effectiveness$xPolitical aspects. 615 0$aAuthority. 615 0$aReputation$xPolitical aspects. 676 $a352.3/421106 700 $aStroup$b Sarah S$g(Sarah Snip),$f1978-$01676427 702 $aWong$b Wendy H.$f1980- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910812656903321 996 $aThe authority trap$94108215 997 $aUNINA