Regional economic organizations of developing countries have a mixed record of success. The author examines national decisions, regional institutions and selected cases using a cognitive framing model in order to better understand the reasons behind their failures and successes. Case studies are included on Chile (Andean Pact), Nigeria (ECOWAS) and the Philippines (ASEAN). This study will interest researchers and graduate-level students of regional economic integration, political economy of developing countries, as well as specialists in Latin America, West Africa, and Southeast Asia.

Within the context of regional integration, comparative regionalism, organizational change, and regional security literatures, this book investigates three cases wherein regional economic organizations were confronted with conventional security threats: the 1978-91 Association of Southeast Asian Nations-Vietnam Standoff, the 1990 Economic Community of West Africa-Liberian Civil War Challenge, and the 1990-91 European Communities-Balkans Crisis. While the literature suggests multiple possible explanations for regional economic organizations' response to these security challenges, including systemic and power-related factors, organizational factors and functional needs, and cognitive and social factors, the author argues that the decision to transform a regional economic organization into a conventional security actor is most influenced by decision makers' perceptions of threat and functional necessity.

Organizational learning is an area of study that focuses on models and theories about the way an organization learns and adapts. This volume investigates how various global and regional intergovernmental organizations, states and national bureaucracies, as well as nongovernmental organizations, exploit experience and knowledge to change their understanding of the world, their policies and their behaviours. Drawing upon and synthesizing organizational, social and individual-level learning theories, the cases explicate various learning processes, learning by illicit actors, and deterrents to organizational learning. The twelve case studies of this volume consider organizational learning associated with multiple issue areas including the United States embargo against Cuba, food security in the European Union, the Russian energy sector, Colombian drug trafficking, terrorist groups, the Catholic Church, and foreign aid agencies. Based entirely on original research, the volume is relevant to international relations, comparative politics, organizational sociology and policy studies.

Organizational learning is an area of study that focuses on models and theories about the way an organization learns and adapts. This volume investigates how various global and regional intergovernmental organizations, states and national bureaucracies, as well as nongovernmental organizations, exploit experience and knowledge to change their understanding of the world, their policies and their behaviours. Drawing upon and synthesizing organizational, social and individual-level learning theories, the cases explicate various learning processes, learning by illicit actors, and deterrents to organizational learning. The twelve case studies of this volume consider organizational learning associated with multiple issue areas including the United States embargo against Cuba, food security in the European Union, the Russian energy sector, Colombian drug trafficking, terrorist groups, the Catholic Church, and foreign aid agencies. Based entirely on original research, the volume is relevant to international relations, comparative politics, organizational sociology and policy studies.