Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Practice, power and meaning
T2 - Frameworks for studying organizational culture in multi-agency rural development projects
AU - Lewis, David
AU - Bebbington, Anthony J.
AU - Batterbury, Simon P.J.
AU - Shah, Alpa
AU - Olson, Elizabeth
AU - Siddiqi, M. Shameem
AU - Duvall, Sandra
PY - 2003/7/1
Y1 - 2003/7/1
N2 - 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'.
AB - 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'.
U2 - 10.1002/jid.1004
DO - 10.1002/jid.1004
M3 - Journal article
AN - SCOPUS:0042200262
VL - 15
SP - 541
EP - 557
JO - Journal of International Development
JF - Journal of International Development
SN - 0954-1748
IS - 5
ER -