Applying the IAD Framework: The Incentives Inside a Development Agency

Clark C. Gibson

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International Development and Aid Public Policy and Administration Research Policy Transfer and Learning

Abstract

Abstract 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. It is essential for agencies to base their decisions about development cooperation programs on an ongoing learning and adjustment process. Drawing from the general discussion of collective-action problems in public organizations in earlier chapters, the IAD framework is employed to identify and analyze specific collective-action problems within the Swedish International Development Cooperation Agency (Sida), and its relationships with counterparts and contractors, both at the Stockholm headquarters and in the field.

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References

1990Institutions, Institutional Change and Economic Performance 1970The Market for "Lemons": Quality Uncertainty and the Market Mechanism 1990Governing the Commons 1965The Logic of Collective Action 1966The Logic of Collective Action.1979Transaction-Cost Economics: The Governance of Contractual Relations 1986The Costs and Benefits of Ownership: A Theory of Vertical and Lateral Integration 1986Culture and the Evolutionary Process

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