Institutions, Public Administration and Transnational Space
Edited by Jarle Trondal
Chapter 3: The rise of international public administration: observations from the International Atomic Energy Agency
Chapter 3 identifies how IPAs in practice may operate relatively independently from member-state governments, even when embedded in de jure intergovernmental international organizations, and even when operating in policy areas subject to tight member-state control. The case study presented is the International Atomic Energy Agency (IAEA). Studying bureaucratic independence at the actor level, this chapter demonstrates that IAEA officials enjoy behavioural independence and that this actor-level independence is considerably contingent on how the IAEA secretariat is internally organized. This pattern is accounted for by applying an organization theory approach. The study thus illustrates secretary activism within formally intergovernmental organizations, but also the limitations and conditions thereof.
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