The Limits of Institutional Reform in Development: Changing Rules for Realistic Solutions

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Cambridge University Press, Feb 11, 2013 - Business & Economics - 254 pages
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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.

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This book wonderful to allow us think something differently to make reform work. Thanks Matt.


Deconstructing the Puzzling Evidence of Reform
A New Perspective on This Puzzling Evidence
Overlooking the Change Context
How Institutional Contexts Impact Institutional Reforms
Getting Serious About Context
The Problem of Overspecified Oversimplified Reform
Limited Engagement Limited Change
Getting Inclusive about Agency
How ProblemDriven Learning Fosters Contextually Relevant
Institutional Reforms Can Be Improved Through
Finding and Fitting Solutions That Work
How Reforms Are Found and Fitted through Purposive
Broad Engagement Broader and Deeper Change
Broad Engagement through Mobilization Facilitates Broad
Reform Through Broadly Mobilized Agents

What Reform Limits Should Be Expected and Nhy?
Expecting Reforms That Are about Form Not Function

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About the author (2013)

Matt Andrews is a fellow at the Center for International Development at Harvard's Kennedy School and the Center for Global Development in Washington, DC. His numerous articles have appeared in journals such as Governance, the International Public Management Journal, the Public Administration Review, Oxford Development Studies, Public Administration and Development and the Journal of Development Studies. Prior to his fellowship at Harvard, Professor Andrews was a vice president of the International Consortium on Governmental Financial Management and supported various government leaders in South Africa during the transition from apartheid. He has worked in more than twenty-five developing and transitional countries as a permanent member of the World Bank and as a Harvard University academic doing research on development and government reform. Dr Andrews received his PhD from the Maxwell School at Syracuse University.

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