Multi‐stakeholder Groups for Better Sector Performance: A Key to Fighting Corruption in Natural‐Resource Governance?

Abstract

Multi‐stakeholder groups – involving representatives from civil society, government and the private sector — are increasingly seen as a means of promoting improved service delivery and operational performance in natural‐resource sectors. Although the intention is to promote dialogue, learning and collaboration towards agreed goals and the implementation of standards for better sector governance and performance, the impact of these initiatives will be shaped by members' incentives and external constraints. This article describes how incentive incompatibilities will prevent the group from effectively addressing fundamental problems in the sectors, such as corruption. Multi‐stakeholder groups can be a viable forum for debate, but should not be expected to perform a role in fighting corruption in natural‐resource management.

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