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Explaining Positive Deviance in Public Sector Reforms in Development

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  • Matt Andrews

Abstract

Public sector reforms are commonplace in developing countries. Much of the literature about these reforms reflects on their failures. This paper asks about the successes and investigates which of two competing theories best explain why some reforms exhibit such positive deviance. These theories are called 'solution- and leader-driven change' and 'problem-driven iterative adaptation'. They are used to analyse data emerging from a case survey involving thirty cases from Princeton University's Innovations for Successful Society programme.

Suggested Citation

  • Matt Andrews, 2013. "Explaining Positive Deviance in Public Sector Reforms in Development," WIDER Working Paper Series wp-2013-117, World Institute for Development Economic Research (UNU-WIDER).
    • Handle: RePEc:unu:wpaper:wp-2013-117
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    File URL: https://www.wider.unu.edu/sites/default/files/WP2013-117.pdf
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    References listed on IDEAS

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    1. Thomas C. Beierle & David M. Konisky, 2000. "Values, conflict, and trust in participatory environmental planning," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 19(4), pages 587-602.
    2. Andrews, Matt & Pritchett, Lant & Woolcock, Michael, 2013. "Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)," World Development, Elsevier, vol. 51(C), pages 234-244.
    3. Grindle, Merilee S., 1997. "Divergent cultures? When public organizations perform well in developing countries," World Development, Elsevier, vol. 25(4), pages 481-495, January.
    4. World Bank, 2009. "Improving Effectiveness and Outcomes for the Poor in Health, Nutrition, and Population," World Bank Publications - Reports 10573, The World Bank Group.
    5. Andrews,Matt, 2013. "The Limits of Institutional Reform in Development," Cambridge Books, Cambridge University Press, number 9781107016330, October.
    6. Andrews, Matthew, 2008. "Creating Space for Effective Political Engagement in Development," Working Paper Series rwp08-015, Harvard University, John F. Kennedy School of Government.
    7. Matt Andrews, 2010. "How Far Have Public Financial Management Reforms Come in Africa?," CID Working Papers 208, Center for International Development at Harvard University.
    8. Garud, Raghu & Karnoe, Peter, 2003. "Bricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship," Research Policy, Elsevier, vol. 32(2), pages 277-300, February.
    9. Andrews, Matthew R. & McConnell, Jesse & Wescott, Alison, 2010. "Development as Leadership-led Change," Scholarly Articles 4449099, Harvard Kennedy School of Government.
    10. Matt Andrews & Jesse McConnell & Alison Wescott, 2010. "Development as Leadership-led Change," CID Working Papers 206, Center for International Development at Harvard University.
    11. World Bank, 2011. "World Bank for Results 2011," World Bank Publications - Books, The World Bank Group, number 15792.
    12. Francis Owusu, 2006. "On Public Organizations in Ghana: What Differentiates Good Performers from Poor Performers?," African Development Review, African Development Bank, vol. 18(3), pages 471-485.
    13. Andrews, Matt, 2010. "How Far Have Public Financial Management Reforms Come in Africa?," Working Paper Series rwp10-018, Harvard University, John F. Kennedy School of Government.
    14. Lant Pritchett & Michael Woolcock & Matt Andrews, 2013. "Looking Like a State: Techniques of Persistent Failure in State Capability for Implementation," Journal of Development Studies, Taylor & Francis Journals, vol. 49(1), pages 1-18, January.
    15. Bond, Richard & Hulme, David, 1999. "Process Approaches to Development: Theory and Sri Lankan Practice," World Development, Elsevier, vol. 27(8), pages 1339-1358, August.
    16. Andrews, Matthew R., 2010. "How Far Have Public Financial Management Reforms Come in Africa?," Scholarly Articles 4448885, Harvard Kennedy School of Government.
    17. Kim S. Cameron, 1986. "Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness," Management Science, INFORMS, vol. 32(5), pages 539-553, May.
    18. Boubakri, Narjess & Cosset, Jean-Claude & Guedhami, Omrane, 2009. "From state to private ownership: Issues from strategic industries," Journal of Banking & Finance, Elsevier, vol. 33(2), pages 367-379, February.
    19. Anuradha Joshi & Mick Moore, 2004. "Institutionalised Co-production: Unorthodox Public Service Delivery in Challenging Environments," Journal of Development Studies, Taylor & Francis Journals, vol. 40(4), pages 31-49.
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    Cited by:

    1. Thapa,Dikshya & Farid,Muhammad Noor & Prevost,Christophe, 2021. "Governance Drivers of Rural Water Sustainability : Collaboration in Frontline Service Delivery," Policy Research Working Paper Series 9798, The World Bank.
    2. Lodewijk Smets & Stephen Knack, 2018. "World Bank Policy Lending and the Quality of Public-Sector Governance," Economic Development and Cultural Change, University of Chicago Press, vol. 67(1), pages 29-54.
    3. Peiffer, Caryn & Armytage, Rosita, 2019. "Searching for success: A mixed methods approach to identifying and examining positive outliers in development outcomes," World Development, Elsevier, vol. 121(C), pages 97-107.
    4. World Bank, 2018. "World Development Report 2018 [Rapport sur le développement dans le monde 2018]," World Bank Publications - Books, The World Bank Group, number 28340.
    5. Caryn Peiffer & Rosita Armytage & Heather Marquette & Pius Gumisiriza, 2021. "Lessons from reducing bribery in Uganda’s health services," Development Policy Review, Overseas Development Institute, vol. 39(5), pages 721-739, September.

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