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volume 30, issue 2, may. 2010
1. title: the future of development management: introduction to the special issue
authors: willy mccourt and nilima gulrajani
abstract: this article introducing the special issue begins with a review of development administration and management's post-independence history, outlining the new challenges posed by the rise of the governance model and critical development management. the seven articles, which follow, are then summarised. we extrapolate from them to suggest new directions for development management: a better understanding of the relationship between politics and management; using a more nuanced view of policy to inform development management specialists' ethical choices between policies; understanding policy capture by hostile interests; taking the �view from below�, studying local sensemaking and the way it affects programme outcomes, and the interaction of power and knowledge. suggested new directions include a focus on the practice of development agencies and on developing appropriate research methodologies.
2. title: �pockets� of effective agencies in weak governance states: where are they likely and why does it matter?
authors: david k. leonard
abstract: it is well established that even in countries that have poor governance and weak public sectors, exceptional well-functioning government and government-supported agencies do exist. what has not been established is where and why these �pockets of effectiveness� are able to emerge. some attribute their existence to exceptional leadership and good management. others, while not doubting the importance of these internal factors, believe that these �pockets� are generated by their place in the country's political economy. the literature on this subject is dominated by case studies and the consequence is that a very large number of hypotheses have been generated about what the political processes at work might be. this article inventories the array of available hypotheses and condenses them into five sets of meta-hypotheses. it also discusses how social scientists and practitioners ought to think about something whose occurrence is idiosyncratic. the future of development administration will be enhanced by more informed choice of strategic opportunities�avoiding both political determinism and a na�ve faith that all is equally possible to those who will it.
3. title: international development management: a northern perspective
authors: jennifer m. brinkerhoff and derick w. brinkerhoff
abstract: this article reviews international development management (dm) from a northern (primarily though not exclusively us-based) perspective, identifies lessons learned from experience, and discusses new challenges. the primary data sources are an on-line survey of dm scholars and practitioners, and the results of a focus group discussion. survey respondents expressed dismay that the lessons from theory and experience have failed to penetrate the world of practice (largely due to political and bureaucratic constraints). they were generally pessimistic about dm's relevance and effectiveness in the face of new challenges. our analysis points to implications for dm as a discipline, and examines the development manager as activist, the evolution of politics within dm, and dm as an art. identified lessons related predominantly to dm's process and values dimensions, suggesting these may best define dm's unique contours. in response to the perceived absence of learning and to new challenges, research participants issued a call for development manager activism to speak truth to power, promote dm values, educate new actors and the public, and mentor and train newcomers to the field. this study underscores northern-based development managers' commitment to the profession, including affirmation of the ongoing utility and relevance of dm's knowledge and lessons, and its underlying values of self-determination, social equity, and empowerment.
4. title: a toxic mix? comparative efficiency and the privatization of sanitation services in india
authors: jonathan murphy
abstract: this article explores why the world bank and its indian government partners, in their efforts to reform the urban water and sanitation sector in india, have failed to recognize and address the intolerable working conditions of dalit (outcaste) sanitation workers. the conceptual framework for the article is provided by the theory of thought-styles, developed by ludwig fleck and refined by mary douglas, and its application to neoliberal public policy by the north american legal scholar sharon dolovich, who observed the domination of the principle of �comparative efficiency� in us prison policy debates. this approach is applied to understanding how the worsening conditions of already highly vulnerable dalit sewage workers have been displaced from the sanitation policy debate.
5. title: new vistas for development management: examining radical�reformist possibilities and potential
authors: nilima gulrajani
abstract: this article provides an overview of contemporary development management scholarship, suggesting that a longstanding division between radical and reformist development management research continues to exist. the article offers a closer examination of critical development management (cdm), the most recent example of radical development management thought that is connecting scholars in critical management studies to those identifying with post-development theory. cdm's suggestion that all development management is perniciously managerial is scrutinised and challenged on both theoretical and normative grounds. overall, an argument is sketched out to support a future for development management that is neither defined nor destined for failure. the future of development management scholarship can and should concern itself with a non-managerial development practice that bridges the divide between radicals and reformers.
6. title: post-foundational development management�power, politics and complexity
authors: chris mowles
abstract: development management as a practice borrows extensively and uncritically from management theories developed in the private sector, which are based on ideas of predictability and control, and systemic �whole� change. in contemporary management discourse, we are always rushing towards an idealised tomorrow. this article sets out an alternative theory of management, which the author calls post-foundational management, drawing on concepts of emergence. this privileges the local and the contextual, and argues that generalised plans and strategies are always taken up in particular contexts with particular actors engaged in political contestation about how to go on together. the future, then, is always provisional, even if idealised and will arise from the interweaving of many intentions.
7. title: from global paradigms to grounded policies: local socio-cognitive constructions of international development policies and implications for development management
authors: jenny knowles morrison
abstract: understandings of participatory development require grounding�both in the sense that understandings of the principles must be held by local and international staff working on the ground, and also grounded in the local culture. this article provides documentation of a 10 month ethnographic study of an administrative decentralization support program in cambodia (seila), funded through multi-donor support, in order to examine the agency of local mid-level staff, asking: how do multiple environments interact to create local understandings of participation in international development environments? five �socio-cognitive environments� (sce) surrounding the program environment were developed to disentangle the factors that influence how one group of local staff negotiates complex cultural and historical realities in juxtaposition to donor conceptualizations of development, providing new understanding of structural factors and other resources employed by embedded agents which promote local staff internalization of democratic governance principles. this study suggests that even in program environments with high degrees of cognitive dissonance due to macro-historical factors, and where international development mandates tend to create additional cultural and organizational blockages, micro-programmatic interactions can significantly influence the ability of local staff to surmount strong cognitive obstacles.
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