Are political activists connected to the global justice movement simplistically opposed to neoliberal globalization? Is their political vision ‘incoherent’ and their policy proposals ‘naïve’ and ‘superficial’ as is often claimed by the mainstream media?
Drawing on dozens of interviews and rich textual analyses involving nearly fifty global justice organizations linked to the World Social Forum, the authors of this pioneering study challenge this prevailing view. They present a compelling case that the global justice movement has actually fashioned a new political ideology with global reach: ‘justice globalism’. Far from being incoherent, justice globalism possesses a rich and nuanced set of core concepts and powerful ideological claims. The book investigates how justice globalists respond to global financial crises, to escalating climate change, and to the global food crisis. It finds justice globalism generating new political agendas and campaigns to address these pressing problems. Justice globalism, the book concludes, has much to contribute to solving the serious global challenges of the 21st century.
Justice Globalism will prove a stimulating read for undergraduate and graduate students in the social sciences and humanities who are taking courses on globalization, global studies and global justice.
Chapter 3: Justice Globalism: Core Ideological Claims
Justice Globalism: Core Ideological Claims
Having identified the core ideological concepts of our chosen GJM organizations, our next task is to explore how they link these concepts together in effective claims that produce particular meanings. As we noted in the previous chapters, we seek to determine the ability of justice globalism to ‘lock in’ meanings in the form of ‘decontestation chains’ that assert and normalize what counts as ‘correct’ and ‘real’ in the global political environment. The surfeit or lack of evidence for such successful decontestation efforts constitutes one of Michael Freeden's (1996, 2003) three criteria for assessing an ideational cluster's degree of coherence and maturity.
In this chapter, we show that each of the examined GJM organizations did, indeed, formulate a ...