Why are some international nongovernmental organizations (NGOs) more politically salient than others, and why are some NGOs better able to influence the norms of human rights? Internal Affairs shows how the organizational structures of human rights NGOs and their campaigns determine their influence on policy. Drawing on data from seven major international organizations the International Committee of the Red Cross, Amnesty International, Human Rights Watch, Medecins sans Frontieres, Oxfam International, Anti-Slavery International, and the International League of Human Rights Wendy H. Wong demonstrates that NGOs that choose to centralize agenda-setting and decentralize the implementation of that agenda are more successful in gaining traction in international politics.

Challenging the conventional wisdom that the most successful NGOs are those that find the "right" cause or have the most resources, Wong shows that how NGOs make and implement decisions is critical to their effectiveness in influencing international norms about human rights. Building on the insights of network theory and organizational sociology, Wong traces how power works within NGOs and affects their external authority. The internal coherence of an organization, as reflected in its public statements and actions, goes a long way to assure its influence over the often tumultuous elements of the international human rights landscape. "

Why are some international nongovernmental organizations (NGOs) more politically salient than others, and why are some NGOs better able to influence the norms of human rights? Internal Affairs shows how the organizational structures of human rights NGOs and their campaigns determine their influence on policy. Drawing on data from seven major international organizations the International Committee of the Red Cross, Amnesty International, Human Rights Watch, Medecins sans Frontieres, Oxfam International, Anti-Slavery International, and the International League of Human Rights Wendy H. Wong demonstrates that NGOs that choose to centralize agenda-setting and decentralize the implementation of that agenda are more successful in gaining traction in international politics.

Challenging the conventional wisdom that the most successful NGOs are those that find the "right" cause or have the most resources, Wong shows that how NGOs make and implement decisions is critical to their effectiveness in influencing international norms about human rights. Building on the insights of network theory and organizational sociology, Wong traces how power works within NGOs and affects their external authority. The internal coherence of an organization, as reflected in its public statements and actions, goes a long way to assure its influence over the often tumultuous elements of the international human rights landscape. "

Not all international nongovernmental organizations (INGOs) are created equal, Some have emerged as "leading INGOs" that command deference from various powerful audiences and are well-positioned to influence the practices of states, corporations, and other INGOs. Yet Sarah S. Stroup and Wendy H. Wong make a strong case for the tenuous nature of this position: in order to retain their authority, INGOs such as Greenpeace, Oxfam, and Amnesty International refrain from expressing radical opinions that severely damage their long-term reputation. Stroup and Wong contend such INGOs must constantly adjust their behavior to maintain a delicate equilibrium that preserves their status. Activists, scholars, and students seeking to understand how international organizations garner and conserve power-and how this affects their ability to fulfill their stated missions-will find much of value in The Authority Trap. The authors use case studies that illuminate how INGOs are received by three main audiences: NGO peers, state policymakers, and corporations. In the end, the authors argue, the more authority an INGO has, the more constrained is its ability to affect the conduct of world politics.

Not all international nongovernmental organizations (INGOs) are created equal, Some have emerged as "leading INGOs" that command deference from various powerful audiences and are well-positioned to influence the practices of states, corporations, and other INGOs. Yet Sarah S. Stroup and Wendy H. Wong make a strong case for the tenuous nature of this position: in order to retain their authority, INGOs such as Greenpeace, Oxfam, and Amnesty International refrain from expressing radical opinions that severely damage their long-term reputation. Stroup and Wong contend such INGOs must constantly adjust their behavior to maintain a delicate equilibrium that preserves their status. Activists, scholars, and students seeking to understand how international organizations garner and conserve power-and how this affects their ability to fulfill their stated missions-will find much of value in The Authority Trap. The authors use case studies that illuminate how INGOs are received by three main audiences: NGO peers, state policymakers, and corporations. In the end, the authors argue, the more authority an INGO has, the more constrained is its ability to affect the conduct of world politics.