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The Samaritan's DilemmaThe Political Economy of Development Aid$
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Clark C. Gibson, Krister Andersson, Elinor Ostrom, and Sujai Shivakumar

Print publication date: 2005

Print ISBN-13: 9780199278855

Published to Oxford Scholarship Online: October 2005

DOI: 10.1093/0199278857.001.0001

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Applying the IAD Framework: The Incentives Inside a Development Agency

Applying the IAD Framework: The Incentives Inside a Development Agency

Chapter:
(p.131) 7 Applying the IAD Framework: The Incentives Inside a Development Agency
Source:
The Samaritan's Dilemma
Author(s):

Clark C. Gibson

Publisher:
Oxford University Press
DOI:10.1093/0199278857.003.0007

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.

Keywords:   Swedish International Development Cooperation Agency, Sweden, agency staff, sustainability, learning

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