ASEAN as a Community of Managerial Practices
|논문명||ASEAN as a Community of Managerial Practices|
|학술지명||Global Governance 23(2)|
How is the Association of Southeast Asian Nations performing as a manager of regional cooperative activities in East Asia? Despite increasing attention regarding its role in development of East Asian regionalism, few scholarly discussions about the effectiveness of ASEAN's managerial practices at the operational level have been attempted. This article aims to fill the scholarly gap based on the author's participatory observation of discussions among practitioners regarding management of cooperative activities for ASEAN mechanisms.
The argument is that ASEAN’s performance as a driver of cooperation in East Asia has been limited; to a certain extent, it has also weakened mechanisms established for a more cooperative region. First, the leadership of ASEAN has not provided adequate opportunities for socialization among non-ASEAN member states in East Asia, in spite of claims to the contrary. Second, inflexible adherence to “ASEAN centrality” has led to the hierarchical double layering of regionalism in East Asia between ASEAN and non-ASEAN countries, thereby weakening followership among non-ASEAN countries. Third, divided concerns and desires of ASEAN member countries to politicize the regional notion of East Asia have fragmented cooperative processes. Fourth, ASEAN’s practice of “accommodation without coordination” has failed to create synergy in diverse cooperative activities; in fact, it has increased the cost of cooperation because of increased inefficiency and word-action disparity.
For reading this article, please check http://journals.rienner.com/toc/ggov/23/2