""Hypocrisy Trap" provides a fresh look at a long-standing problem:
Why do international organizations such as the World Bank so often
say one thing but do another? Weaver combines an impressive array
of interviews and secondary sources with organizational sociology
to show why there is a trap and why it is not easy to avoid or
escape. The resulting analysis will be of interest to scholars
concerned with how international organizations actually
operate--and to practitioners who want to operate them more
successfully. Unfortunately, it turns out that good governance is
easier to say than to do."--Duncan Snidal, University of Chicago
"When institutional pressures and bureaucratic goals collide,
hypocrisy is almost inevitable. The contradiction between talk and
action is built into the very fabric of the World Bank. The
outcome, as Catherine Weaver argues in this timely and compelling
study, is systemic rather than sporadic hypocrisy."--Peter J.
Katzenstein, Cornell University
"An excellent book: theoretically sophisticated, empirically
rich, and refreshingly accessible. This is the best book I have
seen about the World Bank in a long time."--Martha Finnemore,
George Washington University
"While others have examined dysfunction and pathology more
generally in international organizations, Weaver's book is the
first to offer a theoretically sophisticated analysis of hypocrisy
specifically. Weaver casts a broad net and aims high."--Paul J.
Nelson, University of Pittsburgh
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