We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.
To save content items to your account,
please confirm that you agree to abide by our usage policies.
If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account.
Find out more about saving content to .
To save content items to your Kindle, first ensure [email protected]
is added to your Approved Personal Document E-mail List under your Personal Document Settings
on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part
of your Kindle email address below.
Find out more about saving to your Kindle.
Note you can select to save to either the @free.kindle.com or @kindle.com variations.
‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi.
‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.
This chapter examines the context and consequences of the Registry ReVision project from the perspective of its management ideas and practices. While championed by Herman von Hebel, newly elected registrar of the court in 2013, ReVision was a long-term project of institutional transformation fostered and executed by external consultants, internal experts, judges, and staff members. While taking place in a wider context of court contention and dissent from certain quarters, ReVision told a uniquely managerial story about the court’s deficiencies and future organisational needs in ways that prioritised certain contexts, problems, and voices over others. And although its effect was to depoliticise the court, it simultaneously offered this effort as the extent and limit of the court’s own political ambitions. By surveying the actors, practices, and documentation of ReVision, this chapter offers an account of the reorganisation as a project of professional comfort.
Chapter 1 provides the book’s theoretical bedrock and conceptual basis for a rereading of the techno-managerial policy world of the African Peace and Security Architecture (APSA) and an analysis of the African military politics that surround it. This is guided by a rethinking of space as relational, as well as the analysis of spatial semantics, observable structures of meaning-making in narratives that allow actors to shape social space. By way of the organigram as an artefact in the field of African peace and security, the chapter highlights the omnipresence of a representational understanding of space as well as its limits for grasping African military politics. Instead, a relational and processual ontology to understanding space is proposed, which allows us to conceptualize change and, consequentially, agency. Based on this reconceptualization of space, Döring draws on critical geopolitics as a tradition of thought that has allowed the observation of the shaping of space and highlighted the role of elites in doing so. These two conceptual moves are framed by an introduction to the spatiality of subsidiarity within APSA at the beginning of the chapter and by a discussion of the role of spatial semantics in African military politics at the end.
Recommend this
Email your librarian or administrator to recommend adding this to your organisation's collection.