Departing from an objective understanding of time and space, this article investigates time and space together as daily individual and social experiences within the United Nations (UN) system. Focused on both staff members and civil society partners, it explores how experiences of time and space affect the way the UN functions. Based on two case studies, it first shows that time and space as they are experienced by individuals shape UN everyday practices pointing to a form of unlimited connectedness among individuals and overlapping and delocalized temporalities. It then demonstrates that time and space constitute socially constructed resources to maintain hierarchical relations: looking at temporal and spatial experiences gives insight into power dynamics over decision-making within the UN. Overall these findings show that time and space are relevant to capture overlooked dimensions in the study of the UN. Policy Implications• Be mindful of different ways time and space can be experienced: temporal and spatial opportunities are relative and differ from one organization to another, influencing reform initiatives and decision-making.• Increased collaboration can be fostered by considering different organizational working paces and spatial constraints which affect how UN entities work individually and together.• Various organizational calendars must be taken seriously to facilitate participation.• Growing familiarity over time and across spaces among UN staff, member state delegates and other partners could facilitate or hamper negotiations and their outcomes.

A United Nations program, at the crossroad between the development and the humanitarian mandate (UNISDR) turned the concept of resilience into a central vehicle for its worldwide program on disaster risk reduction. It is through an ethnographic study of the negotiation process, topped by interviews and text analyses that I suggest various characteristics to describe resilience in an international organization. With the perspective of the sociology of translation, I discuss, on the one hand, the UN's need to maintain a vague definition of the concept, which hinders operationalization and on the other, I show how the organization manages, with resilience, to legitimize its programs and sustainability. Keywords United Nations • International organizations • Resilience Terminology • Translation • Disaster • Risk • Reduction 1 http://www.unisdr.org/who-we-are/mandate, consulted on 12 December 2017.

Picture a normal Tuesday morning, during the second day of negotiations at the Palais des Nations in Geneva. A diplomat who recently joined their country's permanent representation looks at the program of the day displayed on the entrance screen. While going through the long list of side events to identify the most useful ones to attend for their government, the young diplomat tries to remember the location of the different rooms inside the maze of the United Nations building. Next to them, a researcher is getting ready for a full day of observation, debating whether to attend side events (and which ones!), stay in the hallway in the hope of finally getting a few minutes to interview key negotiators or hang out in the cafeteria to stay upto-date on the UN staff discussions. While both are weighing their options, UN civil servants rapidly check the room for their next meeting, and quickly leave the entrance hall, heading without any doubt to the correct building.This brief immersion within the everyday of the UN reflects the complex system of interactions which characterizes international organizations (IOs). Conceptualized as both sites of international relations in the making and actors shaping global politics, IOs are made up of a diversified network of individuals. Indeed, IOs are not solely a group of member states: they are inextricably tied to both their bureaucracies and the (non-)state actors revolving around them (Weiss & Thakur, 2010). They constitute actors, fora and resources (Hurd, 2020) which participate and set

No abstract