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    Institutional change: the unanticipated consequences of action

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    Author(s)
    Gurung, Barun
    Biggs, Stephen
    Editor(s)
    Eade, Deborah
    Publication date
    2010-11-01
    Subject
    Approach and methodology
    Governance and citizenship
    Keywords
    Development methods
    Civil society
    Development in Practice Journal
    DiP
    Country
    Nepal
    
    Metadata
    Show full item record
    Publisher(s)
    Oxfam GB
    Routledge
    Journal
    Development in Practice
    URI
    http://hdl.handle.net/10546/131146
    DOI
    10.1080/09614524.2010.513728
    Document type
    Journal article
    Language
    English
    Description
    This article argues that the managerial approaches to development need to be reconstituted through a more comprehensive understanding of how institutional and behavioural change processes occur. Drawing from a case study in Nepal, and by exploring the largely unintended consequences of project actions, this article argues for viewing change as a complex social phenomenon based on people's interests, motivations, relationships, and actions that are embedded in their historical and cultural situations. In the final analysis, it is argued that the effectiveness of managerial approaches cannot be understood or applied outside an understanding of change processes.<p>This article is hosted by our co-publisher Taylor & Francis.</p>
    Pages
    12
    ISSN
    0961-4524
    EISSN
    1364-9213
    ae974a485f413a2113503eed53cd6c53
    10.1080/09614524.2010.513728
    Scopus Count
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