Failed Negotiations and the Dark Side of Ripeness: Insights from Egypt

IF 0.9 Q3 INTERNATIONAL RELATIONS
I. E. Matesan
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引用次数: 2

Abstract

This article revisits ripeness theory and examines whether conflicts with armed Islamist groups can also be ripe for negotiation. The article argues that armed Islamist organizations can be willing to negotiate and demobilize, but talks are particularly vulnerable to spoilers and public backlash. To examine these dynamics, the article investigates the case of al-Gama’a al-Islamiyya in Egypt. Relying on a variety of primary and secondary sources, including organizational documents and testimonies by the leaders, the analysis shows that the absence of ripeness can indeed explain some of the failures of negotiations. However, when the conflict was finally ripe, talks broke down because of elite divisions and public backlash. The case reveals that there is a dark side to ripeness: the conditions that lead to a mutually hurting stalemate can also lead to public outrage, elite divisions, and opposition to negotiations.
谈判失败与成熟的黑暗面:来自埃及的启示
本文回顾了成熟度理论,并探讨了与伊斯兰武装组织的冲突是否也可以成熟到可以进行谈判。这篇文章认为,伊斯兰武装组织可能愿意进行谈判和解散,但谈判特别容易受到破坏和公众反弹的影响。为了研究这些动态,本文调查了埃及的al-Gama 'a al-Islamiyya的案例。根据各种第一手和第二手资料,包括组织文件和领导人的证词,分析表明,缺乏成熟度确实可以解释一些谈判失败的原因。然而,当冲突最终成熟时,由于精英阶层的分歧和公众的强烈反对,谈判破裂了。这个案例揭示了成熟也有黑暗的一面:导致相互伤害的僵局的条件也可能导致公众的愤怒、精英的分歧和对谈判的反对。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
1.20
自引率
0.00%
发文量
33
期刊介绍: International Negotiation: A Journal of Theory and Practice examines negotiation from many perspectives, to explore its theoretical foundations and to promote its practical application. It addresses the processes of negotiation relating to political, security, environmental, ethnic, economic, business, legal, scientific and cultural issues and conflicts among nations, international and regional organisations, multinational corporations and other non-state parties. Conceptually, the Journal confronts the difficult task of developing interdisciplinary theories and models of the negotiation process and its desired outcome.
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