Practice, power and meaning: frameworks for studying organizational culture in multi-agency rural development projects

David Lewis, Anthony J. Bebbington, Simon P. J. Batterbury, Alpa Shah, Elizabeth Olson, M. Shameem Siddiqi and Sandra Duvall
Additional contact information
David Lewis: London School of Economics and Political Science, London UK, Postal: London School of Economics and Political Science, London UK
Anthony J. Bebbington: Institute for Development Policy and Management, University of Manchester, Manchester, UK, Postal: Institute for Development Policy and Management, University of Manchester, Manchester, UK
Simon P. J. Batterbury: University of Arizona, Tucson, USA, Postal: University of Arizona, Tucson, USA
Alpa Shah: London School of Economics and Political Science, London UK, Postal: London School of Economics and Political Science, London UK
Elizabeth Olson: University of Colorado at Boulder, Boulder, USA, Postal: University of Colorado at Boulder, Boulder, USA
M. Shameem Siddiqi: CARE, Dhanmondi, Dhaka, Bangladesh, Postal: CARE, Dhanmondi, Dhaka, Bangladesh
Sandra Duvall: Consultant, Ougadougou, Burkina Faso, Postal: Consultant, Ougadougou, Burkina Faso

Journal of International Development, 2003, vol. 15, issue 5, 541-557

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.

Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:wly:jintdv:v:15:y:2003:i:5:p:541-557

DOI: 10.1002/jid.1004

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