Reform in international institutions: the case of the United Nations

Abstract

Purpose

The paper aims to highlight the challenges faced by international organisations such as the United Nations when facing the ever‐changing demands for change through the adoption of a holistic reform process.

Design/methodology/approach

The paper uses the UN as a case for understanding the reform process undertaken by international organisations. Based on the evidence in hand both from the UN and the literature on public sector reform, leadership and governance, a case has been prepared for the development of a holistic model for achieving the goals of an effective and sustainable reform.

Findings

The evidence supports the view that attention ought to be paid to treating international organisations such as the UN as operating in an open system environment where there is a constant need for adaptation to the environment and adoption of change. To achieve this, attention should be paid to the development and capacity building of human resources, whose changing values, behaviour and attitudes are of the utmost importance for the success of reform.

Originality/value

The paper proposes a realistic model for bringing about change and reform in international organisations. It provides a useful framework for all major international organisations, including large public sector institutes and international donor agencies, to follow.

Citation

Analoui, F. (2009), "Reform in international institutions: the case of the United Nations", Journal of Management Development, Vol. 28 No. 6, pp. 495-503. https://doi.org/10.1108/02621710910959657