Successful or not? Evidence, emergence, and development management

Development in Practice

Volumn 20, Issue 7, 2010, Pages 757-770

  Mowles, Chris ^a  

^a UNIVERSITY OF HERTFORDSHIRE   (United Kingdom)

Author keywords

Aid; Methods

Indexed keywords

DEVELOPMENT DISCOURSE; MANAGEMENT PRACTICE; METHODOLOGY; SOCIAL CHANGE; THEORETICAL STUDY;

EID: 77955726898     PISSN: 09614524     EISSN: 13649213     Source Type: Journal    
DOI: 10.1080/09614524.2010.508110     Document Type: Article

References (40)

1. Baert, P. (2005) Philosophy of the Social Sciences: Towards Pragmatism, Cambridge: Polity Press.
2. Boden, D. (1994) The Business of Talk: Organisations in Action, Cambridge: Polity Press.
3. Bourdieu, P. (1991) Language and Symbolic Power, Cambridge: Polity Press.
4. Crewe, E. and E. Harrison (1998) Whose Development? Ethnography of Aid, London: Zed Books.
5. Czarniawska, B. (2004) Narratives in Social Science Research, London: Sage.
6. Dar, S. and B. Cooke (eds.) (2008) The New Development Management: Critiquing the Dual Modernization, Zed Books: London.
7. Dewey, J. (2005) The Quest for Certainty: A Study of the Relation of Knowledge and Action, New York, NY: Kessinger.
8. Dichter, T. (2003) Despite Good Intentions: Why Development Assistance to the Third World Has Failed, Amherst, MA: University of Massachusetts Press.
9. DiMaggio, P. and W. Powell (1983) 'The iron cage revisited: institutional isomorphism and collective rationality in organizational fields', American Sociological Review 48 (2): 147-60.
10. Elias, N. (1939/2000) The Civilising Process, Oxford: Blackwell.
11. Elias, N. (1978) What is Sociology?, New York, NY: Columbia University Press.
12. Eyben, R. (2005) 'Donors' learning difficulties. Increased aid: minimising problems, maximising gains', IDS Bulletin 36: 98-107.
13. Eyben, R. (ed.) (2006) Relationships for Aid, Earthscan: London.
14. Ferguson, J. (1990) The Anti-Politics Machine: 'Development', Depoliticization, and Bureaucratic Power in Lesotho, Minneapolis, MN: University of Minnesota Press.
15. Flyvbjerg, B. (2001) Making Social Science Matter: Why Social Enquiry Fails and How It Can Succeed Again, Cambridge: Cambridge University Press.
16. Gadamer, H. G. (1975) Truth and Method, London: Continuum Books.
17. Giddens, A. (1993) New Rules of Sociological Method, Stanford, CA: Stanford University Press.
18. Griffin, D. (2002) The Emergence of Leadership: Linking Self-organisation and Ethics, London: Routledge.
19. Grillo, G. and R. Stirrat (eds.) (1997) Discourses of Development: Anthropological Perspectives, London: Berg Publishers.
20. Hedström, P.(2005) Dissecting the Social: On the Principles of Analytical Sociology, Cambridge: Cambridge University Press.
21. Latour, B. (2000) 'When things strike back: a possible contribution of "science studies" to the social sciences', British Journal of Sociology 51 (1): 107-23.
22. Lewis, D. (2001) The Management of Non-Governmental Development Organisations, Routledge: London.
23. Li, T. M. (2007) The Will to Improve: Governmentality, Development and the Practice of Politics, London, NC: Duke University Press.
24. Mead, G. H. (1934) Mind, Self and Society from the Standpoint of a Social Behaviourist, Chicago, IL: University of Chicago Press.
25. Mitchell, T. (2002) Rule of Experts: Egypt, Techno-politics, Modernity, Berkeley, CA: University of California Press.
26. Mosse, D. (2005) Cultivating Development: An Ethnography of Aid Policy and Practice, Pluto Press: London.
27. Mosse, D. and D. Lewis (eds.) (2005) The Aid Effect: Giving and Governing in International Development, London: Pluto Press.
28. Mowles, C. (2007) 'Promises of transformation: just how different are development INGOs', Journal of International Development 19 (3): 401-11.
29. Mowles, C. (2008a) 'Values in international development organisations: negotiating non-negotiables', Development in Practice 18 (1).
30. Mowles, C. (2008b) 'What contribution can insights from the complexity sciences make to the theory and practice of development management?', Journal of International Development 20: 804-20.
31. Pfeffer, J. and R. Sutton (2006) Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence based Management, Boston, MA: Harvard Business School Press.
32. Quarles van Ufford, P. and A. K. Giri (eds.) (2003) A Moral Critique of Development: In Search of Global Responsibilities, Routledge: London.
33. Rousseau, D. (2006) 'Is there such a thing as "evidence based management"?', Academy of Management Review 31 (2): 256-69.
34. Scott, J. C. (1998) Seeing Like a State: How Certain Schemes to Improve the Human Condition Have Failed, New Haven, CT: Yale University Press.
35. Shaw, P. (2002) Changing Conversations in Organisations: A Complexity Approach to Change, London: Routledge.
36. Stacey, R. (2007) Strategic Management and Organisational Dynamics: The Challenge of Complexity, 5th edn., London: Routledge.
37. Tsoukas, H. and M. J. Hatch (2001) 'Complex thinking, complex practice: the case for a narrative approach to organizational complexity', Human Relations 54 (8): 979-1013.
38. Wallace, T., S. Crowther, and A. Shepherd (1997) Standardising Development: Influences on UK NGOs' Policies and Procedures, Oxford: World View Publishing.
39. Wallace, T. with L. Bornstein, and J. Chapman (2006) The Aid Chain: Commitment and Coercion in Development NGOs, London: IT Publishing.
40. Wiener, N. (1948) Cybernetics: Or Control and Communication in the Animal and the Machine, Cambridge, MA: MIT Press.