Transnational organisations and security

Global Crime

Volumn 13, Issue 4, 2012, Pages 254-275

  Avant, Deborah ^a   Haufler, Virginia ^b  

^a UNIVERSITY OF DENVER   (United States)

^b UNIVERSITY OF MARYLAND   (United States)

Author keywords

Conflict zones; Governance; NGOs; Security; Transnational corporations

Indexed keywords

EID: 84867324503     PISSN: 17440572     EISSN: 17440580     Source Type: Journal    
DOI: 10.1080/17440572.2012.715392     Document Type: Article

References (107)

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4. Roland Paris, 'Human Security: Paradigm Shift or Hot Air?', International Security 26, no. 2 (2001): 87-102.
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7. For exception, see R. Abrahamsen and M. Williams, Privatising Africa's Everyday Security (London: openDemocracy, 2010).
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9. Our examples are drawn primarily from transnational organisations with headquarters in Europe and the United States. Nevertheless, we suspect that our points apply more broadly and call for further research on non-Western transnational organisations.
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25. From 1990 to 2004, however, these categories became one - 'political violence' - and the average number of claims was 2.230 per year, drawing on figures from R.C. O'Sullivan, 'Learning from OPIC's Experience with Claims and Arbitration', in International Political Risk Management: Looking to the Future, ed. Theodore H. Moran and Gerald T. West (Washington, DC: The World Bank, 2005).
26. see D. Avant, 'NGOs, Corporations, and Security Transformation in Africa International Relations', International Relations 29, no. 2 (2007): 143-61.
27. For initial analysis of violence against humanitarians, see L. Hammond, 'The Power of Holding Humanitarianism Hostage and the Myth of Protective Principles', in Humanitarianism in Question: Politics, Power, Ethics, ed. Michael Barnett and Thomas G. Weiss (Ithaca, NY: Cornell University Press, 2008).
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33. Risks have probabilities that can be calculated and therefore managed. Uncertainty, in contrast, cannot be quantified and therefore cannot be managed.
34. Both NGOs and companies tend to overestimate the degree to which they face risk and not outright uncertainty, which means that the avoidance strategy is relatively rare.
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70. Lischer, 'Collateral Damage'.
71. Anderson, Do No Harm, 50.
72. Terry, Condemned to Repeat, 36-7.
73. L. Zandvliet and M. Anderson, Getting it Right: Making Corporate-Community Relations Work (London: Greenleaf Publishing, 2009), 24.
74. Ibid. 15
75. Rosenau et al., Corporations and Counterinsurgency.
76. Larissa Fast, 'Characteristics, Context and Risk: Ngo Insecurity in Conflict Zones', Disasters 31, no. 2 (2007): 130-54.
77. One of the strongest advocates of a corporate stakeholder engagement strategy is the Collaborative for Development Action, a US-based NGO.
78. Another NGO - Earth Rights International - has critiqued this approach as applied in Burma/Myanmar, where engagement policies support the existing military regime - a critique that echoes the debate over the US government engagement with dictators in the 1980s.
79. Zandvliet and Anderson, Getting it Right.
80. UN Global Compact, Doing Business While Advancing Development and Peace (New York, NY: UN Global Compact, 2010).
81. Zandvliet and Anderson, Getting it Right.
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102. Ibid., 12.
103. Garrett and Weingast, 'Ideas, Interests, and Institutions'.
104. Avant, 'From Mercenary to Citizen Armies'.
105. Dobbin et al., 'The Global Diffusion of Public Policies'.
106. Campbell, 'Ideas, Politics, and Public Policy'.
107. Dobbin et al., 'The Global Diffusion of Public Policies'.