The Samaritan's Dilemma: The Political Economy of Development Aid

By Clark C. Gibson | Go to book overview

7 Applying the IAD Framework: The Incentives Inside a Development Agency

7.1 INTRODUCTION

The Institutional Analysis and Development (IAD) framework enables an analyst to break up examinations of incentive structures into separate components as well as to examine linkages among them. In Chapters 4 and 5 , we examined the linkages among operational action situations within the Octangle and focused particularly on the bargaining linkages between a donor and a recipient. In Chapter 6 , we examined how the diverse modalities of aid produce diverse sets of incentives leading to both positive and negative outcomes. We noted that it is possible to examine three different yet interconnected analytical levels: the operational, policy, and constitutional levels of analysis.

A major contribution of an IAD framework-guided analysis is that the observed results at the operational level of analysis in the field can be linked to decision-making processes at the collective-choice and constitutional levels in the respective governments' national capitals. In other words, to fix an undesired outcome in a field activity may require adjustments in the rules-in-use or other contextual factors at a collective-choice or constitutional level in the decision-making hierarchy. These rule adjustments are often related to the decision-making process inside the development agency's headquarters, but may also involve decisions by other actors who have the authority to limit the powers of the aid agency.

More fundamentally, to fix such problems, decision makers must first be able to diagnose what to fix and then know how to fix it in a reasonable way. To develop that kind of knowledge requires an active learning process about field activities and about institutional responses to undesired outcomes at headquarters and in the field. We argue that incentives for an aid agency's staff to learn about sustainability of field activities is one of the most fundamental factors in that agency's quest for sustainable development outcomes. We suggest that it is essential for agencies to base their decisions about development cooperation programs on an ongoing learning and adjustment process. For this to happen, it is paramount that the incentives of agency staff are aligned with the goal of strengthening both individual and organizational learning processes. The purpose of this chapter is to assess these incentives and their alignment.

As a donor trying to help the population of a recipient country, an aid organization's staff members face a diverse set of multilevel action situations. First, they confront the

-131-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
The Samaritan's Dilemma: The Political Economy of Development Aid
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 264

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.