an Eldis Resource

This paper examines how context, practice and power influence development projects, in particular projects that aim to ‘empower’ organisations of the poor. It argues that where development projects involve multiple organisations (such as donors, government agencies, NGOs and grassroots groups) understanding cultures both within and between organisational actors helps to explain important aspects of project performance. Findings are based on projects in Bangladesh, Peru and Burkino Faso.

The paper argues that organisational culture is continually being produced within projects, and that while sometimes this tends towards integration, often it tends towards fragmentation. This fragmentation reflects the range of different cultures within different development organisations, and is an important reason of why some projects fail and why ideas stated in project documents are often not realised.

In order to more effectively analyse organisational culture in development projects, the paper develops a framework based on ‘practice, power and meaning’, which it concludes should form the basis for a future research agenda on the organisation and culture of development interventions.

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