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Cooperation Failure or Secret Collusion? Absolute Monarchs and Informal Cooperation

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  • Melissa Carlson

    (University of California)

  • Barbara Koremenos

    (University of Michigan)

Abstract

Despite sharing attributes that scholars argue promote international cooperation, Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates have few formal international agreements with each other. Does this absence of formal agreements imply a cooperation failure? We argue that absolute monarchies frequently cooperate with each other but do so informally. At the domestic level, absolute monarchs pursue their personal interests by unilaterally and nontransparently developing and implementing policies. These norms of domestic policymaking engender an absolutist logic, which shapes how absolute monarchs selectively use informal and formal cooperation at the international level. When cooperating with each other, absolute monarchs maximize mutual private benefits through similarly unilateral and nontransparent policymaking, producing secret, cartel-like informal agreements. Using the 10 Million International Dyadic Events data, we develop a data set of informal and formal cooperation from 1990 to 2004. We find that joint absolute monarchy dyads have higher levels of informal cooperation and lower levels of formal cooperation than joint democratic dyads and dyads of mixed regime types. We also draw on the Continent of International Law dataset to demonstrate that, when absolute monarchs enter into agreements with leaders of other regime types, they strategically accept the formal design mechanisms necessary for optimal cooperation. We assess the causal mechanisms underlying the absolutist logic through an in-depth case study of the informal, secret 2014 Riyadh agreements that outlined security cooperation between the Gulf monarchies.

Suggested Citation

  • Melissa Carlson & Barbara Koremenos, 2021. "Cooperation Failure or Secret Collusion? Absolute Monarchs and Informal Cooperation," The Review of International Organizations, Springer, vol. 16(1), pages 95-135, January.
  • Handle: RePEc:spr:revint:v:16:y:2021:i:1:d:10.1007_s11558-020-09380-3
    DOI: 10.1007/s11558-020-09380-3
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