Crisis management in international organisations: the League of Nations’ response to early challenges

Abstract

How do international organisations (IOs) respond to existential challenges such as membership withdrawals or budget cuts? Some IOs manage to ignore the challenge or adapt to the demands of the challenging state whereas others build institutional capacities to resist the pressure. Yet, we know little about the internal dynamics that shape IOs’ responses to such challenges. This article investigates to what extent IOs’ threat perception determines the intensity and direction of their responses to crises. Using the League of Nations’ responses to early crises as an explorative historical case study, the analysis shows that a timely and homogenous perception of a crisis leads to a more assertive and substantial response. Two broader conclusions can be drawn from the analysis for IO research. First, the role of international bureaucrats should not be underestimated in shaping an IO’s response to crises. Second, the findings indicate that a more nuanced perspective on the League’s crisis management can help overcome the failure narrative that dominates the current understanding of the League in International Relations research.