International organizations are part of a complex system of interactions. Consider, for example, Human Rights Watch (HRW). HRW works to call attention to human rights abuses in the world. It has no police force or military, only its reputation as an organization and the credibility that such reputation brings. HRW relies primarily on private funds from donors to operate and has to raise these funds mainly in wealthy democracies. At the same time, HRW interacts with governments in complex ways. For example, while it seeks to promote American involvement in human rights promotion around the world, HRW may also participate in criticizing the same American government for its human rights abuses.
Operating in this kind of world is a challenge for any organization. The ripple effects of decisions can lead to complicated consequences. In addition, actions by others can have unforeseen consequences for the organization. The terrorist attacks on 9/11 led to major changes in the policy of the United States government in a direction that HRW saw as endangering progress on human rights. As the War on Terror has continued through two U.S. presidential administrations, HRW has experienced criticism both for its employees leaving to work for the U.S. government and also for hiring former U.S. government officials. This has led to concerns from donors about objectivity and the potential to speak truth to power.
This week, you explore the complicated relationships between organizations and their stakeholders in a networked world. One of the biggest challenges to global networked organizations is the constant need to adapt as the world changes. This week, you also explore how these challenges manifest in practice.
In managing public organizations with a global reach, leaders face many of the same challenges as those who work solely at the domestic level. When you think of international organizations, you often think of large organizations like the United Nations and forget that most international organizations are smaller. Missoni and Alesani describe three different kinds (IGO, NGO, THO) of organizations that operate internationally: intergovernmental organizations (IGO), non-governmental organizations (NGO), and transnational hybrid organizations (THO).
Stakeholder Accountability in International Organizations
For this Discussion, review this week's resources. Note how international institutions are defined. Also, note how the different kinds of institutions have been distinguished from one another. Select one of these organizational types and consider how that organization may differ from traditional domestic public organizations. Finally, think about your previous coursework relating to public organizations.
Post by Day 3 an explanation of whom your selected type of organization serves as its primary stakeholders. In your explanation, address whether the kinds of accountability you see in traditional domestic public organizations seem likely to work in your chosen type of organization and explain why. Explain to what degree networked organizations provide particular challenges to efforts at ensuring accountability to stakeholders. Also, explain the management challenges that may arise for international organizations. Be specific and provide examples.
Missoni, E., & Alesani, D. (2013). Management of international institutions and NGOs: Frameworks, practices and challenges. New York, NY: Routledge.
Chapter 4, "The Evolution of International Development Cooperation" (pp. 105–121)
Chapter 5, "Coordination and Coherence Among the Main Actors of the Development Sector: Trends, Initiatives, and Ways Forward" (pp. 122–145)
Chapter 6, "Changing Paradigms for Program Implementation" (pp. 146–164)
Sandström, A., & Carlsson, L. (2008). The performance of policy networks: The relation between network structure and network performance. Policy Studies Journal, 36(4), 497–524.
Retrieved from the Walden Library databases.
World Economic Forum. (n.d.a). Big data to build better cities . Retrieved from https://www.weforum.org/agenda/2015/02/how-big-data-can-make-cities-work-for-the-poor/