Abstract
This paper studies the roles of co-chairs in international negotiations. This study attempts to fill the research gap by scrutinizing co-chairs’ effectiveness, defined as an ability to shape agreement details in one’s direction, to better understand chairs’ and co-chairs’ influence in negotiations. I argue that a co-chair’s effectiveness is not a function of resource possession, but is rooted in its resource management, or ability to convert the existing resources into bargaining influence. To validate my argument, I analyze the Chiang Mai Initiative Multilateralization (CMIM) negotiation rounds from 2005 to 2010, focusing on the members’ financial contributions and vote shares.
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