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Sociologists have long examined how states, intergovernmental organizations (IGOs), international nongovernmental organizations (INGOs), and professional groups interact in order to institutionalize their preferred norms at the transnational level. Yet, explanations of global norm-making that emphasize inter-organizational negotiations do not adequately explain the intra-organizational script-writing--that is, the codification of norms in prescriptive behavioral templates--that underpins this process. This article opens the black box of how scripts emerge and institutionalize within IGOs. Script-writing is a function of both world-cultural frames and material interests, held by different intra-organizational actors: scientific IGO staff and state representatives in governing bodies, respectively. The interplay between these frames and interests determines whether scripts will institutionalize. In this theoretical model, world-cultural and power-political explanations are pertinent to different, mutually informing, and coexisting aspects of the script-writing process. As a corollary of our approach, we present a conceptual framework for the study of intra-IGO script-writing, which is contingent on three normative struggles: among IGO staff, within an IGO's board of directors, and between the staff and the board. To empirically substantiate our arguments, we examine scripts on taxation and capital controls by the International Monetary Fund. We conclude by discussing the broader implications of our model for the study of international organizations and the engines of global norm-making. [ABSTRACT FROM AUTHOR]

This article introduces the analytical framework of the collection on the performance of the EU in international institutions and summarizes its main findings. We focus on the role of the EU in the decision-making within international organizations and regimes as a major locus of global governance. We suggest unpacking the concept of EU performance into four core elements: effectiveness (goal achievement); relevance (of the EU for its priority stakeholders); efficiency (ratio between outputs accomplished and costs incurred); and financial/resource viability (the ability of the performing organization to raise the funds required). Based on the case studies of the collection, the findings presented in the second part of the article relate to the identified core elements of performance with a particular emphasis on the dimensions of ‘effectiveness’ and ‘relevance’. Most notably, the EU appears, on balance and over the past two decades, to have become much more relevant for its member states when acting within international institutions. Moreover, the findings highlight four particular factors explaining EU performance in international institutions: the legal framework conditions (including the relevant changes that the Lisbon Treaty has brought about), domestic EU politics, the status of relevant EU legislation and policies, and the international context. [ABSTRACT FROM PUBLISHER]