Isomorphism and the Limits to African Public Financial Management Reform
AbstractMany reform results fall below expectations in the development arena, especially in the public sector. Do the reforms just need more time to work better, or should we adjust our expectations? In addressing this question, the current article draws from isomorphism to think about potential limits to reform in developing countries. The theory is considered appropriate for thinking about change processes in the developing world. It presents change as motivated more by the need for legitimacy than efficiency and, in identifying the mechanics of change, points to potential limits of such change: to organizational dimensions that are visible, peripheral and involves concentrated sets of professional agents. These limiting factors are applied to a study of public financial management reform in 31 African countries which shows that some dimensions do appear more limited to isomorphic influence than others. Isomorphic change may indeed face natural limits, something the development community should consider in thinking about how it goes about facilitating and motivating reform in its client countries.
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Bibliographic InfoPaper provided by Harvard University, John F. Kennedy School of Government in its series Working Paper Series with number rwp09-012.
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- Andrews, Matt, 2013. "How Do Governments Get Great?," Working Paper Series rwp13-020, Harvard University, John F. Kennedy School of Government.
- Andrews, Matt, 2013. "Do International Organizations Really Shape Government Solutions in Developing Countries?," Working Paper Series rwp13-032, Harvard University, John F. Kennedy School of Government.
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