Explaining Organisational Change in International Development: The Role of Complexity in Anti-Corruption Work
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CONTRIBUTORS:
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CONFERENCE NAME:
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CONF. LOCATION:
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None
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CONFERENCE YEAR:
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2003
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PUB TYPE:
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Conference Presentation
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None
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No discipline assigned
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PUB ID:
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103-396-507
(Last edited on
2003/11/10 04:05:49 US/Mountain)
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ABSTRACT:
What explains the rapid expansion of programmes undertaken by donor agencies which may be labelled as “anti-corruption programmes” in the 1990s? There are four schools of anti-corruption project practice: universalistic, state-centric, society-centric, and critical schools of practice. Yet, none can explain the expansion of anti-corruption projects. A “complexity perspective” offers a new framework for looking at such growth. Such a complexity perspective addresses how project managers, by strategically interacting, can create emergent and evolutionary expansionary self-organisation. Throughout the “first wave” of anti-corruption activity in the 1990s, such self-organisation was largely due to World Bank sponsored national anti-corruption programmes. More broadly, the experience of the first wave of anti-corruption practice sheds light on development theory and practice – helping to explain “post-developmentalist” practice with its stress on multi-layeredness, participation, and indigenous knowledge.
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