단행본
UN Peacekeeping in Civil Wars
- 발행사항
- New York (State): Cambridge University Press, 2008
- 형태사항
- xiii, 402 p.; 23 cm
- ISBN
- 9780521707671
- 청구기호
- 349.9 H849u
- 서지주기
- Includes bibliographical references(p. 358-391)and index
소장정보
위치 | 등록번호 | 청구기호 / 출력 | 상태 | 반납예정일 |
---|---|---|---|---|
이용 가능 (1) | ||||
1자료실 | 00018728 | 대출가능 | - |
이용 가능 (1)
- 등록번호
- 00018728
- 상태/반납예정일
- 대출가능
- -
- 위치/청구기호(출력)
- 1자료실
책 소개
Civil wars pose some of the most difficult problems in the world today and the United Nations is the organization generally called upon to bring and sustain peace. Lise Morje Howard studies the sources of success and failure in UN peacekeeping. Her in-depth 2007 analysis of some of the most complex UN peacekeeping missions debunks the conventional wisdom that they habitually fail, showing that the UN record actually includes a number of important, though understudied, success stories. Using systematic comparative analysis, Howard argues that UN peacekeeping succeeds when field missions establish significant autonomy from UN headquarters, allowing civilian and military staff to adjust to the post-civil war environment. In contrast, failure frequently results from operational directives originating in UN headquarters, often devised in relation to higher-level political disputes with little relevance to the civil war in question. Howard recommends future reforms be oriented toward devolving decision-making power to the field missions.
An in-depth 2007 analysis of the sources of success and failure in UN peacekeeping missions in civil wars.
An in-depth 2007 analysis of the sources of success and failure in UN peacekeeping missions in civil wars.
목차
1. Introduction; 2. The failures: Somalia, Rwanda, Angola, Bosnia; 3. Namibia: the first major success; 4. El Salvador: centrally-propelled learning; 5. Cambodia: organizational dysfunction, partial learning and mixed success; 6. Mozambique: learning to create consent; 7. Eastern Slavonia: institution-building and the limited use of force; 8. East Timor: the UN as state; 9. The ongoing multidimensional operations; 10. Conclusion: two levels of organizational learning.