Abstract
Why and how did the International Labor Organization and the military junta of Myanmar transform their relationship so dramatically, from confrontation to cooperation, between 2007 and 2010? What insights can be drawn from this case regarding the successful operation of an international organization in an authoritarian environment? By investigating the evolution of the military leadership’s perception, this article aims to demystify authoritarian decision-making and identify the interactive mechanisms operating between internal and external dynamics and between an authoritarian regime and an international organization. The qualitative fieldwork includes direct interviews with former top military government leaders, who provide valuable insights into the decision-making logic at the highest level.
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