Institutional change
The Unanticipated Consequences of Action
Bibliographic Data
| ID | 3886838 |
|---|---|
| Authors | Barun Gurung (Yahoo (United Kingdom), corresponding author), Stephen Bigg (0000-0002-4388-1886), Stephen Biggs |
| Year | 2010 |
| Volume | 20 |
| Issue | 8 |
| Pages | 1014-1026 |
| Publication date | 2010-11-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Development in Practice (JOURNAL) |
| Journal identifiers | ISSN: 0961-4524 • E-ISSN: 1364-9213 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/09614524.2010.513728 |
| OpenAlex | W1974033237 |
| Language | EN |
| Citations received | 1 |
| References cited | 9 |
This article argues that the managerial approaches to development need to be reconstituted through a more comprehensive understanding of how institutional and behavioural change processes occur. Drawing from a case study in Nepal, and by exploring the largely unintended consequences of project actions, this article argues for viewing change as a complex social phenomenon based on people's interests, motivations, relationships, and actions that are embedded in their historical and cultural situations. In the final analysis, it is argued that the effectiveness of managerial approaches cannot be understood or applied outside an understanding of change processes
Economics · Environmental ethics · Epistemology · Institutional change · Phenomenon · Political science · Positive economics · Social change · Sociology · Unintended consequences · Community Development and Social Impact · Innovation and Socioeconomic Development · International Development and Aid · Law · Public Administration
| Citations per year | 0.14 |
|---|---|
| Citation span | 2019 - 2019 (1) |
| Highly cited | No |