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Linking context and strategy in donor support for decentralisation: a diagnostic framework
Author(s) -
Fritzen Scott A.
Publication year - 2007
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.440
Subject(s) - decentralization , corporate governance , context (archaeology) , scope (computer science) , conceptual framework , modalities , variety (cybernetics) , psychological intervention , public economics , economics , public administration , business , political science , management science , sociology , computer science , management , medicine , social science , paleontology , artificial intelligence , psychiatry , market economy , biology , programming language
Abstract International donors, long‐standing supporters of decentralisation reforms in developing countries, often face the challenge of aligning programme assistance to the great variety of country governance settings in which many operate. This article presents a framework for assessing the implications of governance and institutional context for a range of programming challenges, with particular reference to the challenge of decentralised programming. The framework has three conceptual steps. Country governance and institutional change environments are first described in terms of how enabling governance capacities are for decentralised programming, and how rapid and predictable the rate of institutional change is. Second, these environmental considerations are associated with overall assistance modalities of donors, in areas such as the type of partners sought and interventions selected. Third, a range of options concerning the aims, scope and extent of decentralising programming are reviewed and linked to the diagnostic framework above. The framework is broadly derived from organisational contingency theory, which it is argued has been relatively neglected in the study of development administration due to a preponderance of analysis based on single‐case studies. Copyright © 2007 John Wiley & Sons, Ltd.