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When traditional principles bring coherence in complex networks management: the case of “Imihigo” in public policy implementation

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  • Masengesho Kamuzinzi

Abstract

Dominant theoretical frameworks on policy implementation are still inspired by “intra-organizational” managerial principles, while nowadays most public policies are implemented by complex networks with multiple nodes and linkages. In African countries with scarce resources like Rwanda, the implementation of one policy may bring together multiple institutions with no hierarchical ties. Based on archive analyses and interviews with thirty local actors from three districts in Rwanda, this article shows that the new system of public policy implementation inspired by the tradition of “Imihigo” facilitates the coordination of diversified policy initiatives from many stakeholders and helps to overcome operational, bureaucratic and performance barriers inherent to complex networks management.

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  • Masengesho Kamuzinzi, 2021. "When traditional principles bring coherence in complex networks management: the case of “Imihigo” in public policy implementation," Policy Studies, Taylor & Francis Journals, vol. 42(1), pages 98-116, January.
    • Handle: RePEc:taf:cposxx:v:42:y:2021:i:1:p:98-116
    DOI: 10.1080/01442872.2019.1577374
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