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Can One Retell a Mozambican Reform Story Through Problem-Driven Iterative Adaptation?

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  • Matt Andrews

Abstract

Many public sector reforms in developing countries fail to make governments more functional. This is typically because reforms introduce new solutions that do not fit the contexts in which they are being placed. This situation reflects what has recently been called the 'capability trap' in development—which results in many interventions producing new forms that are not functional in states across the globe.

Suggested Citation

  • Matt Andrews, 2014. "Can One Retell a Mozambican Reform Story Through Problem-Driven Iterative Adaptation?," WIDER Working Paper Series wp-2014-094, World Institute for Development Economic Research (UNU-WIDER).
    • Handle: RePEc:unu:wpaper:wp-2014-094
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    File URL: https://www.wider.unu.edu/sites/default/files/wp2014-094.pdf
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    References listed on IDEAS

    as
    1. Andrews, Matt, 2013. "Explaining Positive Deviance in Public Sector Reforms in Development," Working Paper Series rwp13-040, Harvard University, John F. Kennedy School of Government.
    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. Andrews,Matt, 2013. "The Limits of Institutional Reform in Development," Cambridge Books, Cambridge University Press, number 9781107016330, October.
    4. Andrews, Matt, 2013. "How Do Governments Get Great?," Working Paper Series rwp13-020, Harvard University, John F. Kennedy School of Government.
    5. Andrews, Matt, 2013. "Explaining Positive Deviance in Public Sector Reforms in Development," WIDER Working Paper Series 117, World Institute for Development Economic Research (UNU-WIDER).
    6. 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.
    7. Andrews, Matthew R. & McConnell, Jesse & Wescott, Alison, 2010. "Development as Leadership-led Change," Scholarly Articles 4449099, Harvard Kennedy School of Government.
    8. Matt Andrews & Jesse McConnell & Alison Wescott, 2010. "Development as Leadership-led Change," CID Working Papers 206, Center for International Development at Harvard University.
    9. Matt Andrews, 2013. "How do Governments get Great?," CID Working Papers 260, Center for International Development at Harvard University.
    10. 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.
    11. Bond, Richard & Hulme, David, 1999. "Process Approaches to Development: Theory and Sri Lankan Practice," World Development, Elsevier, vol. 27(8), pages 1339-1358, August.
    12. Matt Andrews, 2013. "Explaining Positive Deviance in Public Sector Reforms in Development," CID Working Papers 267, Center for International Development at Harvard University.
    Full references (including those not matched with items on IDEAS)

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