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This book explains why many institutional reforms in developing countries have limited success and suggests ways to overcome these limits. The author argues that reforms often fail to make governments better because they are introduced as signals to gain short-term support. These signals introduce unrealistic best practices that do not fit developing country contexts and are not considered relevant by implementing agents. The result is a set of new forms that do not function. However, there are realistic solutions emerging from institutional reforms in some developing countries. Lessons from these experiences suggest that reform limits, although challenging to adopt, can be overcome by focusing change on problem solving through an incremental process that involves multiple agents.Read more
- Interdisciplinary institutional theory is used to frame the discussion
- Empirical evidence helps validate arguments and give readers real examples to consider
- Andrews goes beyond common critiques, to provide practical ideas for improving reforms
Reviews & endorsements
"[This] book is a must-read for anyone interested in international development. It is already shaping debates related to the post-2015 development agenda, and is bound to trigger important new scholarship on institutional change in international development and beyond."
Prakash Kashwan, European Journal of Development ResearchSee more reviews
"… this book deserves wide readership among those concerned with the improvement of public institutions in developing countries."
Scott Wisor, Global Governance
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- Date Published: January 2014
- format: Paperback
- isbn: 9781107684881
- length: 268 pages
- dimensions: 229 x 152 x 15 mm
- weight: 0.4kg
- contains: 12 b/w illus. 17 tables
- availability: Available
Table of Contents
1. Change rules, change governments, and develop?
2. Deconstructing the puzzling evidence of reform
3. Overlooking the change context
4. Reforms as overspecified and oversimplified solutions
5. Limited engagement, limited change
6. What you see is not what you get (expecting limits)
7. Problem-driven learning sparks institutional change
8. Finding and fitting solutions that work
9. Broad engagement, broader (and deeper) change
10. Reforming rules of the development game itself.
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