Commissioned review discusses how international organizations respond strategically to populism, indicating effective resilience.
argues that international organizations (IOs) are not merely passive victims of anti-globalist backlash but rather strategic actors capable of adapting through practices such as adjusting loan conditionality, developing alternative information-sharing arrangements, and engaging domestic audiences.The book addresses a gap in the literature on populism and international cooperation, which has focused more on how populist leaders undermine international cooperation than on how these institutions respond.Combining theory with empirical analysis, it draws on international financial institutions alongside a broader range of cases to show how IOs actively deploy different strategies in response to populist challenges across diverse institutional and political contexts.The authors first reconceptualize IOs as agents with strategic capacity.Drawing on insights from organizational sociology, the authors argue that IOs possess a "defensive playbook" to respond to hostile member states.Chapter 2, "Theory," argues that populist leaders challenge IOs through tactics such as exit, funding cuts, information manipulation, and noncompliance.In response, IOs deploy four main strategies: sidelining or appeasing populist leaders and their domestic constituencies.
No takes yet. Share an insight, caveat, or question.
Peter Chai (2026) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: