On methodology and myths: Exploring the International Crisis Group's organisational culture

Allbwn ymchwil: Cyfraniad at gyfnodolynErthygladolygiad gan gymheiriaid

12 Dyfyniadau (Scopus)
275 Wedi eu Llwytho i Lawr (Pure)

Crynodeb

Exploring the historiography of the International Crisis Group (ICG), this article looks critically at the narratives surrounding the organisation’s self-declared success. The focus is specifically on the so-called icg methodology, consisting of field-based research and analysis, practical policy recommendations and high-level advocacy. Combining a three-level approach to the analysis of organisational cultures with Yanow’s concept of organisational myths, the article argues that the icg methodology contains a number of organisational myths that are meant to mask tensions and contradictions in the organisation’s underpinning basic assumptions and values, which, if publicly discussed, could have the power to undermine its expert authority. The four myths looked at in detail are the ‘field facts myth’, the ‘myth of flexible pragmatism’, the ‘myth of uniqueness’ and the ‘neutrality/independence myth’.
Iaith wreiddiolSaesneg
Tudalennau (o-i)616-633
Nifer y tudalennau18
CyfnodolynThird World Quarterly
Cyfrol35
Rhif cyhoeddi4
Dynodwyr Gwrthrych Digidol (DOIs)
StatwsCyhoeddwyd - Ebr 2014

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