Is humanitarianism a network, hierarchy, or market? This chapter argues that it combines principles of hierarchy and networks in the form of a club. It develops a sociologically inspired version of club governance to understand the rise and resilience of the Humanitarian Club. This sociological explanation illuminates how clubs, like many groups, are: distinguished by collective interests, identities, and values that create a common mentality and a sense of we-ness; and often generate a distinction from and feeling of superiority to outsiders. The chapter examines the structures of inequality and patterns of inclusion and exclusion, and traces the rise of the humanitarian elite and the creation of a Humanitarian Club that is produced and sustained by four kinds of capital and that create sharp distinctions between (Western) insiders who can deliver the goods and (Southern) outsiders who are viewed as inferior. Although the humanitarian field has attempted on countless occasions to create more inclusion and diversity, the chapter argues that these forms of capital guard the doors of the Club and maintain a humanitarian field in which Western aid organizations dominate Southern aid agencies.

Scholars in the twenty-first century increasingly describe a transformation in the architecture of global governance: from state-led international organizations to one of partnerships, networks, clubs, and layers populated by nongovernmental organizations, public–private partnerships, private organizations, corporations, and foundations. This introductory chapter tees up the core question for this edited volume: how do we understand these new architectures, and how do they reflect the changing relations between the actors involved in contemporary global governance? In order to better understand whether and how relations among the now myriad key actors have changed, it uses the lens of modes of governance, and focuses the analysis on three ideal-typical modes drawn from economic and sociological institutionalism. Hierarchical modes are characterized by top-down, centralized, organizational forms. Market modes are organized around non-hierarchical principles that regulate relatively independent actors. Network modes are characterized by relatively interdependent actors with a common purpose that voluntarily negotiate their rules through bargaining and persuasion. The chapter argues that the transformations in global governance are better understood not in terms of changes in actors but rather changes in relations among actors. It reviews the various forces behind the change, and emphasizes the necessity of examining both structures and preferences.

The conclusion offers a synethetic summary that focuses on the differences between human rights and humanitarianism in the realm of practices, and how practices themselves inform the meaning and ethics of each field.

This chapter introduces the themes of the volume and provides the basis for thinking about the relationship between human rights and humanitarianism and considers what is at stake in this discussion.