Explaining organizational change in international development: the role of complexity in anti-corruption work
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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-organization 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 new development practice with its stress on multi-layeredness, participation, and indigenous knowledge.
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