One of the most robust phenomena in the experimental literature on multilateral bargaining is the failure of proposers to extract equilibrium rents. However, all previous experiments have overlooked ...the fact that outside the lab committee members are allowed to – and do – engage in sometimes intense communication processes prior to voting on a proposal. We conduct an experimental test of the Baron–Ferejohn model in which we allow committee members to engage in unrestricted cheap-talk communication before a proposal is submitted. We find that proposers extract a significantly higher share of resources when communication is allowed. Communication increases proposer power through two channels. First, it mitigates the uncertainty surrounding the amount a coalition member is willing to accept. Second, it allows potential coalition members to compete for a place in the coalition by lowering this stated price.
•Experimental study of multilateral bargaining with pre-play communication•The proposers extract much higher share of resources when communication is allowed.•Communication creates the competition for a place in the coalition.•Communication mitigates uncertainty about reservation prices of coalition partners.
There is general agreement across the world that human-made climate change is a serious global problem, although there are still some sceptics who challenge this view. Research in organization ...studies on the topic is relatively new. Much of this research, however, is instrumental and managerialist in its focus on ‘win-win’ opportunities for business or its treatment of climate change as just another corporate social responsibility (CSR) exercise. In this paper, we suggest that climate change is not just an environmental problem requiring technical and managerial solutions; it is a political issue where a variety of organizations – state agencies, firms, industry associations, NGOs and multilateral organizations – engage in contestation as well as collaboration over the issue. We discuss the strategic, institutional and political economy dimensions of climate change and develop a socioeconomic regimes approach as a synthesis of these different theoretical perspectives. Given the urgency of the problem and the need for a rapid transition to a low-carbon economy, there is a pressing need for organization scholars to develop a better understanding of apathy and inertia in the face of the current crisis and to identify paths toward transformative change. The seven papers in this special issue address these areas of research and examine strategies, discourses, identities and practices in relation to climate change at multiple levels.
The main objective of the paper is analyzing bilateral and multilateral relations in the economy, policy, migration, security, technology, transport communication, and cultural exchange between ...Central Asia and Uzbekistan with Republic of Korea. Based interdisciplinary approach and comparative study it was elaborated status, challenges, and perspectives of South Korean–Uzbekistan relations. The Central Asian partnership with the Republic of Korea has been strengthened and the countries of the region consider South Korea as a highly developed state, occupying one of the leading places in the Asia-Pacific region. Central Asia for Korea, in turn, is an important region with huge natural and energy resources, potential for mutually beneficial investment projects and a large export market. Over years, the directions of partnership between the Republic of Korea and Uzbekistan have significantly expanded both within the framework of bilateral and multilateral formats, and today they cover almost all major areas. However, there are also many problems including the lack of land transport links between them, which affects the cost and timing of delivery of transported goods. South Korea has a strongly positive image in Central Asia. Like other countries of region, Uzbekistan strongly support South Korean aim at preserving and strengthening peace and stability on the Korean peninsula. Implementation of joint projects aimed at the formation of common transport and communication, energy and production networks on the Eurasian continent, can contribute to the revival of the Great Silk Road in modern realities with the restoration of direct railway and road connections of the Korean peninsula with the countries of Central Asia and other states of the continent. Also, it is necessary to develop optimal models for connecting the Korea-Central Asia with other projects and mechanisms of multilateral cooperation operating in the region, such as TRACECA and the EU Strategy, Belt and Road, Central Asia + Japan, India-Central Asia etc.
In East Asia the United States cultivated a "hub and spokes" system of discrete, exclusive alliances with the Republic of Korea, the Republic of China, and Japan, a system that was distinct from the ...multilateral security alliances it preferred in Europe. Bilateralism emerged in East Asia as the dominant security structure because of the "powerplay" rationale behind U.S. postwar planning in the region. "Powerplay" refers to the construction of an asymmetric alliance designed to exert maximum control over the smaller ally's actions. The United States created a series of bilateral alliances in East Asia to contain the Soviet threat, but a congruent rationale was to constrain "rogue allies"—that is, rabidly anticommunist dictators who might start wars for reasons of domestic legitimacy and entrap the United States in an unwanted larger war. Underscoring the U.S. desire to avoid such an outcome was a belief in the domino theory, which held that the fall of one small country in Asia could trigger a chain of countries falling to communism. The administrations of Harry Truman and Dwight Eisenhower calculated that they could best restrain East Asia's pro-West dictators through tight bilateral alliances rather than through a regionwide multilateral mechanism. East Asia's security bilateralism today is therefore a historical artifact of this choice.
ASEAN, as being on the very core of this matter, deserves close attention through the case of Timor-Leste for understanding international strategic inclusion-exclusion dynamics. The manuscript we ...provide tackles this case through a small country ‘in-between’ the core global actors of economic and political concern: Timor-Leste as a ground for grasping large-scale complexities in decision-making processes, as much as the micro-understanding and dynamics of a small country ‘within the game’ – if not even on the forefront.
Over the past 10 years Northern aid agencies have made a concerted effort to participate in South-South cooperation. This article analyses the key modes and motivations behind this growing ...engagement, looking specifically at three areas: multilateral platforms, triangular cooperation and knowledge production about South-South cooperation. Across all these efforts we perceive a concerted attempt to gain legitimacy by emphasising horizontality in the co-construction of knowledge about development. We argue that, within a context of shrinking Northern aid, this engagement is a way to harness South-South cooperation in order to preserve and expand Northern influence, both within and outside the field of development cooperation. This interpretation suggests the need to further examine the 'bridging' initiatives and mutual impact of intersection points between Northern aid and South-South cooperation.
Background: Most studies on leadership mainly focus on the role of the leader, seeking to understand the most appropriate style of behavior to lead, considering leadership a one-sided phenomenon. As ...a result, they end up neglecting some important roles among those led, such as, for example, the reciprocal relationship between leaders and followers and the influence of organizations in this relationship. Moving from the understanding of a traditional leadership to a Relational Leadership becomes, therefore, an important step towards understanding the phenomenon of leadership.
Purpose: This article analyzes how highly successful and experienced CEOs who have been leading large corporations perceive the influence of Relational Leadership to overcome moments of organizational and personal crisis.
Method: In the qualitative research, semi-structured interviews were conducted with 12 CEOs (9 men and 3 women, around 60 years old) that have been leaders of several corporations in Brazil and abroad for more than 30 years.
Results: The results show that the CEOs perceived the strong and positive influence of relational leadership to successfully face economic, political and personal crisis. The CEOs practices are related to the Relational Leadership Theory: 1) multilateral relationship; 2) human social construction; 3) relationships based on trust; 4) collective dimension; 5) communication to foster better decisions. These practices were also identified as antidotes to the solitude of power inherent to the CEOs` position.
Conclusions: Successful CEOs who have walked a long road leading corporations perceive the strong and positive influence of Relational Leadership to face crisis. So, the study has theoretical implications when it points out Relational Leadership as effective in crisis situations, since the literature relates crisis with transformational leadership in most cases.
Contextualización: La mayoría de los estudios sobre liderazgo focan en el papel del líder, buscando comprender el estilo de comportamiento más adecuado para liderar, apuntando al liderazgo como un fenómeno unilateral. Como resultado, terminan descuidando algunos roles importantes de los liderados, como, por ejemplo, la relación recíproca entre líderes y liderados y la influencia de las organizaciones en esta relación. Pasar de la comprensión de un liderazgo tradicional a un Liderazgo Relacional se convierte, por tanto, en un paso importante hacia la comprensión del fenómeno del liderazgo.
Propósito: Este artículo analiza cómo los CEOs exitosos y experimentados, que han liderado grandes organizaciones perciben la influencia del Liderazgo Relacional para superar momentos de crisis organizacional y personal.
Metodo: En la investigación cualitativa, se realizaron entrevistas semiestructuradas con 12 directores generales (9 hombres y 3 mujeres con una edad promedio de 60 años) que llevan más de 30 años al frente de grandes empresas en Brasil y en el exterior.
Resultados: Los resultados muestran que los CEOs consideran el liderazgo relacional como fundamental a la hora de afrontar crisis económicas, políticas y personales. Las prácticas del CEO están relacionadas con la Teoría del Liderazgo Relacional: 1) relación multilateral; 2) construcción social humanista; 3) relaciones basadas en la confianza; 4) dimensión colectiva; 5) comunicación para impulsar mejores decisiones. Estas prácticas también han sido identificadas como antídotos contra la soledad del poder inherente al rol de CEO.
Conclusiones: Los CEOs exitosos, con una larga trayectoria liderando corporaciones, perciben la fuerte influencia positiva del Liderazgo Relacional para enfrentar las crisis de manera efectiva. Así, este estudio tiene importantes implicaciones teóricas al señalar el Liderazgo Relacional como efectivo en situaciones de crisis, ya que la literatura relaciona más el Liderazgo Transformacional con la efectividad en situaciones de crisis.
Contextualização: A maioria dos estudos sobre liderança foca no papel do líder, buscando entender o estilo de comportamento mais adequado para liderar, considerando a liderança um fenômeno unilateral. Com isso, acabam negligenciando alguns papeis importantes dos liderados, como por exemplo, a relação recíproca entre líderes e liderados e a influência das organizações nessa relação. Passar do entendimento de uma liderança tradicional para uma Liderança Relacional torna-se, portanto, um passo importante para o entendimento do fenômeno da liderança.
Objetivo: Este artigo analisa como CEOs bem-sucedidos e experientes, que lideram grandes organizações percebem a influência da Liderança Relacional para superar momentos de crise organizacional e pessoal.
Método: Na pesquisa qualitativa, entrevistas semiestruturadas foram feitas com 12 CEOs (9 homens e 3 mulheres com 60 anos em média) que vem liderando empresas de grande porte no Brasil e no exterior por mais de 30 anos.
Resultados: Os resultados mostram que os CEOs consideram a liderança relacional como essencial quando enfrentaram crises econômicas, políticas e pessoais. As práticas dos CEOs estão relacionadas com a Teoria da Liderança Relacional: 1) relação multilateral; 2) construção social humanista; 3) relacionamentos baseados na confiança; 4) dimensão coletiva; 5) comunicação para impulsionar melhores decisões. Estas práticas também foram identificadas como antídotos contra a solidão do poder inerente ao cargo de CEO.
Conclusões: CEOs de sucesso, com longa trajetória liderando corporações, percebem a forte influência positiva da Liderança Relacional para enfrentar crises com efetividade. Assim, este estudo traz importantes implicações teóricas ao apontar a Liderança Relacional como eficaz em situações de crise, uma vez que a literatura relaciona efetividade na crise com a Liderança Transformacional.
We examine how a new discourse shapes the emergence of new global regulatory institutions and, specifically, the roles played by actors and the texts they author during the institution-building ...process, by investigating a case study of the Stockholm Convention on Persistent Organic Pollutants (POPs) and its relationship to the new environmental regulatory discourse of ‘precaution’. We show that new discourses do not neatly supplant legacy discourses but, instead, are made to overlap and interact with them through the authorial agency of actors, as a result of which the meanings of both are changed. It is out of this discursive struggle that new institutions emerge.
This contribution analyses the actorness, cohesiveness and effectiveness of the European Union (EU) in international environmental negotiations and examines the impact of the external context on the ...relationship between cohesiveness and effectiveness. Based on comparative data of nine international negotiations resulting in a multilateral environmental agreement, the paper shows that the EU's cohesiveness is higher in global negotiations than in regional ones. It argues that the relationship between cohesiveness and effectiveness is not straightforward, but is affected by the relative bargaining power and the relative position of the EU. When the EU's relative bargaining power is high, cohesiveness can be counterproductive for effectiveness, but a lack of cohesiveness is not a necessary condition for effectiveness. Furthermore, not having the most reformist position increases the likelihood of effectiveness for the EU; yet effectiveness can also be achieved with the most reformist position if the EU succeeds in making that position externally feasible.
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