Stability and Flux in Foreign Affairs: Modelling Policy and Organizational Change

Mainstream views of Dutch foreign policy seem to be based upon a persistent assumption that, as a small Western European country, foreign policy is characterized by fundamental stability and continuity. In some regards this stability has almost become a policy and organizational guideline; however, this emphasis on stability as an empirical reality and management standard may be the result of inadequate concepts and models of foreign policy and organizational change. The following research questions are addressed in this article. What are the main carriers and barriers in Dutch foreign policy and organizational change? How can insights from international relations studies, and policy and organization studies be combined to give a model of foreign policy and organizational change? We propose a model based on 11 carriers and barriers for change at four levels of analysis: the international system; the national system; the organizational system; and the individual system. These carriers and barriers are used to explain three types of foreign policy change: policy instruments; strategy and goals; and political and normative foundations. Organizational change concerns: (1) change of roles; (2) change of tasks; (3) change of size of tasks and roles; (4) change of division of tasks and roles; and (5) change of the portfolio of tasks and roles. We discuss Dutch foreign policy towards its former colony Surinam and end with some suggestions for further research.