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100			_aHIRSCHMANN Gisela _eauthor
245			_aCrisis management in international organisations: _bthe League of Nations’ response to early challenges / _cGisela Hirschmann
260			_c2024
520			_aHow do international organisations (IOs) respond to existential challenges such as membership withdrawals or budget cuts? Some IOs manage to ignore the challenge or adapt to the demands of the challenging state whereas others build institutional capacities to resist the pressure. Yet, we know little about the internal dynamics that shape IOs’ responses to such challenges. This article investigates to what extent IOs’ threat perception determines the intensity and direction of their responses to crises. Using the League of Nations’ responses to early crises as an explorative historical case study, the analysis shows that a timely and homogenous perception of a crisis leads to a more assertive and substantial response. Two broader conclusions can be drawn from the analysis for IO research. First, the role of international bureaucrats should not be underestimated in shaping an IO’s response to crises. Second, the findings indicate that a more nuanced perspective on the League’s crisis management can help overcome the failure narrative that dominates the current understanding of the League in International Relations research.
650			_aINTERNATIONAL ORGANISATIONS _xCHALLENGES
650			_aCRISIS MANAGEMENT
773			_gThe Cambridge Review of International Affairs (CRIA), Volume 37, Number 5, October 2024, page: 573-591
856			_uhttps://www.tandfonline.com/doi/full/10.1080/09557571.2023.2271984 _zClick here for full text
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999			_c47985 _d47985