Hybridisation Of Institutional Logics And Civil Society Organisations' Advocacy In Kenya

dc.contributor.authorKumi, E.
dc.contributor.authorSaharan, T.
dc.date.accessioned2024-05-27T11:23:15Z
dc.date.available2024-05-27T11:23:15Z
dc.date.issued2022
dc.descriptionResearch Articleen_US
dc.description.abstractManagerialist logic has become dominant in development policy and practice. However, in recent years, the Dutch government has seeking to adopt social transformation approaches to development interventions. The implementation of social Transformation ideas take place in an environment dominated by managerialism. However, our understanding of how the logic of social transformation and managerialism collide or come into conflict and the pathways through which managerialist principles dominate social transformation principles is limited. Drawing on qualitative data from the Strategic Partnerships (SP) and Accountability Fund (AF) policy instruments for civil society organisations in Kenya, we find that in practice, the social transformation principles underpinning the SP and AF ‘vaporise’ or get lost during implementation due to the wider aid system within which they are embedded. We highlight the implications of the broader aid system on attempts by donor agencies to shift from managerialism towards a social transformation perspective on development.en_US
dc.identifier.otherDOI: 10.1002/pad.1989
dc.identifier.urihttp://ugspace.ug.edu.gh:8080/handle/123456789/41987
dc.language.isoenen_US
dc.publisherPublic Administration and Developmenten_US
dc.subjectKenyaen_US
dc.subjectadvocacyen_US
dc.subjectdialogue and dissent frameworken_US
dc.titleHybridisation Of Institutional Logics And Civil Society Organisations' Advocacy In Kenyaen_US
dc.typeArticleen_US

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