Although participation and empowerment constitute prominent ideals
in international development cooperation, most development
interventions are still patronizing and conducted in a top-down
manner. This book argues that one reason for the unsuccessful
implementation of participation and empowerment relates to the
cultures and internal structures of development organizations. A
theoretical model explicates how organizational culture influences
an organization's approach to participatory development. This model
is applied to an ethnographic case-study of a South African
development organization.
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