Hybridisation of institutional logics and civil society organisations' advocacy in Kenya

Emmanuel Kumi, Tara Saharan

Research output: Contribution to journalArticlepeer-review

2 Citations (Scopus)

Abstract

Managerialist logic has become dominant in development policy and practice. However, in recent years, the Dutch government is seeking to adopt social transformation approaches to development interventions. The implementation of social transformation ideas takes place in an environment dominated by managerialism. However, our understanding of how the logic of social transformation and managerialism collide or come into conflict and the pathways through which the managerialist principles dominate the social transformation principles is limited. Drawing on qualitative data from the Strategic Partnerships (SP) and Accountability Fund (AF) policy instruments for civil society organisations in Kenya, we find that in practice, the social transformation principles underpinning the SP and AF ‘vaporise’ or get lost during implementation due to the wider aid system within which they are embedded. We highlight the implications of the broader aid system on attempts by donor agencies to shift from managerialism towards a social transformation perspective on development.

Original languageEnglish
Pages (from-to)245-255
Number of pages11
JournalPublic Administration and Development
Volume42
Issue number4
DOIs
Publication statusPublished - Oct 2022

Keywords

  • Kenya
  • advocacy
  • civil society organisations (CSOs)
  • dialogue and dissent framework
  • institutional logics

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