This book explores the extent and significance of the transformation of the Organisation of American States since 1991: its roots, the reasons for and extent of its emergence, and the role that the organisation currently plays in the promotion of regional governance in the two key issue-areas of security and the defense and promotion of democratic norms and principles of good governance. By assessing where the OAS has succeeded and failed, Horwitz provides an in-depth explanation of how cooperation and consensus works in the Inter-American system.

"Devoting particular emphasis to Bolivia, Chile, and Mexico, proposes a theory of civil society to explain the economic and political challenges for continuing democratization in Latin America"--Provided by publisher.

Provides a framework for understanding how organizations are set up and the logic behind international organizations law.

Few transformations in American politics have been as important as the integration of African Americans into the Democratic Party and the Republican embrace of racial policy conservatism. The story of this partisan realignment on race is often told as one in which political elites—such as Lyndon Johnson and Barry Goldwater—set in motion a dramatic and sudden reshuffling of party positioning on racial issues during the 1960s. Racial Realignment instead argues that top party leaders were actually among the last to move, and that their choices were dictated by changes that had already occurred beneath them. Drawing upon rich data sources and original historical research, Eric Schickler shows that the two parties' transformation on civil rights took place gradually over decades. Schickler reveals that Democratic partisanship, economic liberalism, and support for civil rights had crystallized in public opinion, state parties, and Congress by the mid-1940s. This trend was propelled forward by the incorporation of African Americans and the pro-civil-rights Congress of Industrial Organizations into the Democratic coalition. Meanwhile, Republican partisanship became aligned with economic and racial conservatism. Scrambling to maintain existing power bases, national party elites refused to acknowledge these changes for as long as they could, but the civil rights movement finally forced them to choose where their respective parties would stand. Presenting original ideas about political change, Racial Realignment sheds new light on twentieth and twenty-first century racial politics.

From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.

This book explores when, why, and how regional organizations adopt and design institutions to promote and protect fundamental standards of democracy, human rights, and rule of law in their member states. These regional institutions have spread globally. While their institutional designs have become increasingly similar over time, regional particularities persist. The book identifies factors that generate the demand for regional institutions and shape its institutional design. The argument combines hitherto juxtaposed explanatory factors of demands and diffusion by integrating them in a single framework and clarifying under what conditions the interplay between demands and diffusion plays out in the adoption and design of regional institutions. The book provides a comprehensive overview of regional democracy, human rights, and rule of law institutions based on two original datasets and draws on multivariate statistical analysis as well as case studies on the making and change of regional institutions in the Organization of American States and the Organization of African Unity/African Union.

It is estimated that approximately seventy percent of organizations fail in their attempts to implement transformative change. This book will help lessen that rate. Using real-world examples, Bruce J. Avolio maps four states of change that any organization must go through: identifying and recognizing, initiating, emerging and impending, and institutionalizing new ways of operating. Each state is described in detail, as are the leadership qualities necessary to solidify and transition from one to the next. These "in-between moments" are an often-overlooked key to organizational transformation. So too is the fact that organizational change happens one individual at a time. For transformation to take root, each person must shift his or her sense of self at work and the role that he or she plays in the transforming organization. Intended as a road map, rather than a "how-to" manual with fixed procedures, Organizational Transformation will help leaders to locate their organization's position on a continuum of progress and confidently navigate planned, whole-systems change, overcoming the challenges of growing from and adjusting to watershed moments.