Looking Like a State¶
Pritchett, L., Woolcock, M., & Andrews, M. (2013). Looking Like a State: Techniques of Persistent Failure in State Capability for Implementation. Journal of Development Studies.
Cited by¶
2 citations across 2 artifacts.
Each citation links to the sentence it supports in the citing article.
Domain-specific¶
- Customer-Discovery Theater
- These are not analogies to customer-discovery theater; they are co-instances of the same parent (Meyer & Rowan's ceremonial adoption; the "isomorphic mimicry" of Pritchett, Woolcock and Andrews
This sourceThe isomorphic-mimicry limb this clause closes on — 'the outward forms (appearances, structures) of functional states and organisations elsewhere ... adopted to camouflage a persistent lack of function', by Pritchett, Woolcock and Andrews; the ceremonial-adoption limb named beside it is Meyer & Rowan's, and the co-instance grouping is the article's own.
Supported in partVerified against the source
- These are not analogies to customer-discovery theater; they are co-instances of the same parent (Meyer & Rowan's ceremonial adoption; the "isomorphic mimicry" of Pritchett, Woolcock and Andrews
- Innovation Theater
- Lant Pritchett, Michael Woolcock, and Matt Andrews describe governments and public agencies that adopt the outward forms of capable, legitimated institutions — anti-corruption commissions, results-based management units, gleaming reform "innovation" teams — while the actual machinery of delivery continues unchanged, producing what they call a "capability trap."
Supported in partVerified against the source
- Lant Pritchett, Michael Woolcock, and Matt Andrews describe governments and public agencies that adopt the outward forms of capable, legitimated institutions — anti-corruption commissions, results-based management units, gleaming reform "innovation" teams — while the actual machinery of delivery continues unchanged, producing what they call a "capability trap."
Verification¶
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