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Explaining organizational change in international development: the role of complexity in anti-corruption work

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  • Bryane Michael

    (Linacre College, Oxford, UK)

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. Copyright © 2004 John Wiley & Sons, Ltd.

Suggested Citation

  • Bryane Michael, 2004. "Explaining organizational change in international development: the role of complexity in anti-corruption work," Journal of International Development, John Wiley & Sons, Ltd., vol. 16(8), pages 1067-1088.
    • Handle: RePEc:wly:jintdv:v:16:y:2004:i:8:p:1067-1088
    DOI: 10.1002/jid.1126
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    1. Martin L. Weitzman, 1998. "Recombinant Growth," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 113(2), pages 331-360.
    2. Caryn Peiffer & Grant W Walton, 2022. "Getting the (right) message across: How to encourage citizens to report corruption," Development Policy Review, Overseas Development Institute, vol. 40(5), September.

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