Practice, power and meaning: frameworks for studying organizational culture in multi‐agency rural development projects
Identifieur interne : 002B08 ( Main/Exploration ); précédent : 002B07; suivant : 002B09Practice, power and meaning: frameworks for studying organizational culture in multi‐agency rural development projects
Auteurs : David Lewis [Royaume-Uni] ; Anthony J. Bebbington [Royaume-Uni] ; Simon P. J. Batterbury [États-Unis] ; Alpa Shah [Royaume-Uni] ; Elizabeth Olson [États-Unis] ; M. Shameem Siddiqi [Bangladesh] ; Sandra Duvall [Burkina Faso]Source :
- Journal of International Development [ 0954-1748 ] ; 2003-07.
Descripteurs français
- Wicri :
- geographic : Bangladesh.
- topic : étude comparative, Droit d'auteur, Ethnographie, Ressource naturelle, Sciences sociales.
English descriptors
- KwdEn :
- Bangladesh, Bebbington, Broader society, Burkina faso, California press, Comparative study, Copyright, Cultural repertoires, Development agencies, Development intervention, Development interventions, Development organizations, Development process, Development processes, Development projects, Development studies, Different organizations, Economic commission, Editions karthala, Empirical question, Empowerment, Environmental knowledge, Ethnographic, Ethnographic detail, Ethnography, Explicit commitment, Ideological negotiation, International development, John wiley sons, Latin america, London school, Mission statements, Natural resources, Ngo, Organizational, Organizational change, Organizational culture, Organizational processes, Organizational studies, Organizational theory, Participant observation, Particular meanings, Power relations, Power relationships, Project documents, Project implementation, Project interventions, Resource management, Routledge, Rural development projects, Rural people, Rural populations, Sage publications, Same time, Social capital, Social norms, Social research, Social sciences, Such questions, Such work, Third sector, University press, Villages africains, Wiley, World bank, World development report.
- Teeft :
- Bangladesh, Bebbington, Broader society, Burkina faso, California press, Comparative study, Copyright, Cultural repertoires, Development agencies, Development intervention, Development interventions, Development organizations, Development process, Development processes, Development projects, Development studies, Different organizations, Economic commission, Editions karthala, Empirical question, Empowerment, Environmental knowledge, Ethnographic, Ethnographic detail, Ethnography, Explicit commitment, Ideological negotiation, International development, John wiley sons, Latin america, London school, Mission statements, Natural resources, Ngo, Organizational, Organizational change, Organizational culture, Organizational processes, Organizational studies, Organizational theory, Participant observation, Particular meanings, Power relations, Power relationships, Project documents, Project implementation, Project interventions, Resource management, Routledge, Rural development projects, Rural people, Rural populations, Sage publications, Same time, Social capital, Social norms, Social research, Social sciences, Such questions, Such work, Third sector, University press, Villages africains, Wiley, World bank, World development report.
Abstract
Culture has received increasing attention in critical development studies, though the notion that there are important cultural differences within and between development organizations has received less consideration. This paper elaborates elements of a framework for studying organizational culture in multi‐agency development projects. It draws on selected writings in anthropology and in organizational theory and suggests that these two bodies of literature can be usefully brought together, as well as on insights from ongoing fieldwork in Bangladesh, Burkina Faso and Peru. At the centre of this framework is the analysis of context, practice and power. Where development projects involve multiple organizations (such as donors, government agencies, non‐governmental organizations and grassroots groups) an analysis of cultures both within and between organizational actors can help explain important aspects of project performance. The paper argues that organizational culture is constantly being produced within projects, sometimes tending towards integration, often towards fragmentation. This fragmentation, indicative of the range of cultures within development organizations, is an important reason why some projects fail, and why ideas stated in project documents are often not realized, especially in the case of the newer and more contentious objectives such as ‘empowerment’. © 2003 John Wiley & Sons, Ltd.
Url:
DOI: 10.1002/jid.1004
Affiliations:
- Bangladesh, Burkina Faso, Royaume-Uni, États-Unis
- Angleterre, Grand Manchester
- Manchester
- Université de Manchester
Links toward previous steps (curation, corpus...)
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Le document en format XML
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unit="page-count">17</biblScope><publisher>John Wiley & Sons, Ltd.</publisher><pubPlace>Chichester, UK</pubPlace><date type="published" when="2003-07">2003-07</date></imprint><idno type="ISSN">0954-1748</idno></series></biblStruct></sourceDesc><seriesStmt><idno type="ISSN">0954-1748</idno></seriesStmt></fileDesc><profileDesc><textClass><keywords scheme="KwdEn" xml:lang="en"><term>Bangladesh</term><term>Bebbington</term><term>Broader society</term><term>Burkina faso</term><term>California press</term><term>Comparative study</term><term>Copyright</term><term>Cultural repertoires</term><term>Development agencies</term><term>Development intervention</term><term>Development interventions</term><term>Development organizations</term><term>Development process</term><term>Development processes</term><term>Development projects</term><term>Development studies</term><term>Different organizations</term><term>Economic commission</term><term>Editions karthala</term><term>Empirical question</term><term>Empowerment</term><term>Environmental knowledge</term><term>Ethnographic</term><term>Ethnographic detail</term><term>Ethnography</term><term>Explicit commitment</term><term>Ideological negotiation</term><term>International development</term><term>John wiley sons</term><term>Latin america</term><term>London school</term><term>Mission statements</term><term>Natural resources</term><term>Ngo</term><term>Organizational</term><term>Organizational change</term><term>Organizational culture</term><term>Organizational processes</term><term>Organizational studies</term><term>Organizational theory</term><term>Participant observation</term><term>Particular meanings</term><term>Power relations</term><term>Power relationships</term><term>Project documents</term><term>Project implementation</term><term>Project interventions</term><term>Resource management</term><term>Routledge</term><term>Rural development projects</term><term>Rural people</term><term>Rural populations</term><term>Sage publications</term><term>Same time</term><term>Social capital</term><term>Social norms</term><term>Social research</term><term>Social sciences</term><term>Such questions</term><term>Such work</term><term>Third sector</term><term>University press</term><term>Villages africains</term><term>Wiley</term><term>World bank</term><term>World development report</term></keywords><keywords scheme="Teeft" xml:lang="en"><term>Bangladesh</term><term>Bebbington</term><term>Broader society</term><term>Burkina faso</term><term>California press</term><term>Comparative study</term><term>Copyright</term><term>Cultural repertoires</term><term>Development agencies</term><term>Development intervention</term><term>Development interventions</term><term>Development organizations</term><term>Development process</term><term>Development processes</term><term>Development projects</term><term>Development studies</term><term>Different organizations</term><term>Economic commission</term><term>Editions karthala</term><term>Empirical question</term><term>Empowerment</term><term>Environmental knowledge</term><term>Ethnographic</term><term>Ethnographic detail</term><term>Ethnography</term><term>Explicit commitment</term><term>Ideological negotiation</term><term>International development</term><term>John wiley sons</term><term>Latin america</term><term>London school</term><term>Mission statements</term><term>Natural resources</term><term>Ngo</term><term>Organizational</term><term>Organizational change</term><term>Organizational culture</term><term>Organizational processes</term><term>Organizational studies</term><term>Organizational theory</term><term>Participant observation</term><term>Particular meanings</term><term>Power relations</term><term>Power relationships</term><term>Project documents</term><term>Project implementation</term><term>Project interventions</term><term>Resource management</term><term>Routledge</term><term>Rural development projects</term><term>Rural people</term><term>Rural populations</term><term>Sage publications</term><term>Same time</term><term>Social capital</term><term>Social norms</term><term>Social research</term><term>Social sciences</term><term>Such questions</term><term>Such work</term><term>Third sector</term><term>University press</term><term>Villages africains</term><term>Wiley</term><term>World bank</term><term>World development report</term></keywords><keywords scheme="Wicri" type="geographic" xml:lang="fr"><term>Bangladesh</term></keywords><keywords scheme="Wicri" type="topic" xml:lang="fr"><term>étude comparative</term><term>Droit d'auteur</term><term>Ethnographie</term><term>Ressource naturelle</term><term>Sciences sociales</term></keywords></textClass></profileDesc></teiHeader><front><div type="abstract" xml:lang="en">Culture has received increasing attention in critical development studies, though the notion that there are important cultural differences within and between development organizations has received less consideration. This paper elaborates elements of a framework for studying organizational culture in multi‐agency development projects. It draws on selected writings in anthropology and in organizational theory and suggests that these two bodies of literature can be usefully brought together, as well as on insights from ongoing fieldwork in Bangladesh, Burkina Faso and Peru. At the centre of this framework is the analysis of context, practice and power. Where development projects involve multiple organizations (such as donors, government agencies, non‐governmental organizations and grassroots groups) an analysis of cultures both within and between organizational actors can help explain important aspects of project performance. The paper argues that organizational culture is constantly being produced within projects, sometimes tending towards integration, often towards fragmentation. This fragmentation, indicative of the range of cultures within development organizations, is an important reason why some projects fail, and why ideas stated in project documents are often not realized, especially in the case of the newer and more contentious objectives such as ‘empowerment’. © 2003 John Wiley & Sons, Ltd.</div></front></TEI><affiliations><list><country><li>Bangladesh</li><li>Burkina Faso</li><li>Royaume-Uni</li><li>États-Unis</li></country><region><li>Angleterre</li><li>Grand Manchester</li></region><settlement><li>Manchester</li></settlement><orgName><li>Université de Manchester</li></orgName></list><tree><country name="Royaume-Uni"><noRegion><name sortKey="Lewis, David" sort="Lewis, David" uniqKey="Lewis D" first="David" last="Lewis">David Lewis</name></noRegion><name sortKey="Bebbington, Anthony J" sort="Bebbington, Anthony J" uniqKey="Bebbington A" first="Anthony J." last="Bebbington">Anthony J. 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