Abstract
The success of this complex of organizations we have been describing clearly depends ultimately on their ability to secure the co-operation of national governments. The most obvious difference between international and national administration is that international organizations do not dispose of the ultimate sanction of coercive power to secure compliance. International organizations have considerable authority, but no power. National governments may be pledged in a general way to cooperate with such bodies; but they cannot normally be compelled to do so in particular cases. International organizations have therefore had to devise a variety of techniques to induce co-operation.
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Notes
E. Yemin, Legislative Powers in the UN and Specialised Agencies (London, 1969), pp. 37–8.
C. A. Riche, Majority Rule in International Organisation (London, 1931).
For a general description of this system, see C. A. Landy, The Effectiveness of International Supervision (London, 1966). In some cases, the ILO establishes special procedures and bodies to secure implementation of particular conventions: for example, in the case of the freedom of association conventions.
Books
Alexandrowicz, C. H. World Economic Agencies: Law and Practice. London, 1962.
Cox, R. W. and H. K. Jacobson, eds. The Anatomy of Influence: Decision Making in International Organization. London, 1973.
Yemin, E. Legislative Powers in the UN and Specialised Agencies. London, 1969.
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© 1977 Royal Institute of International Affairs
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Luard, E. (1977). The Techniques of International Government. In: International Agencies: The Emerging Framework of Interdependence. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-03103-0_18
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DOI: https://doi.org/10.1007/978-1-349-03103-0_18
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