How can effective and legitimate governance be ensured where state institutions are weak? This is a key question for domestic and international politics. One answer to this question that has received considerable attention in political science, but also among development agencies and international organizations, is virtuous circles of governance. In such circles, effective and legitimate governance are thought to be mutually reinforcing. The idea is that more effective governance leads to more legitimacy and more legitimacy to more effectiveness in governance. In many parts of the world, however, state institutions are weak and citizens perceive governance as ineffective and governance actors lack legitimacy. This places a large question mark behind the idea of virtuous circles of governance. Effective and Legitimate Governance in Areas of Limited Statehood asks: How likely are virtuous circles of governance to evolve in areas of limited statehood? The central claim of this book is that virtuous circles of governance are possible in areas of limited statehood, but more likely to evolve for external and non-state actors than for the state. The state is often part of the governance problem rather than the solution. Based on a new theoretical model for the interplay between effective and legitimate governance, the study provides in-depth empirical evidence for its argument by drawing on innovative qualitative and quantitative data. The case studies of Sub-Saharan Africa, Nigeria, and Afghanistan underline the key argument by considering state, external, and non-state actors. The book offers conceptual innovations, new empirical evidence, and policy recommendations of how to ensure effective and legitimate governance in areas of limited statehood.
Until the start of the new century, efforts to strengthen health systems focused solely on the public sector and health programs overseen by public bodies. The private sector was sidelined in certain countries and even banned in others. At the same time, some private-sector stakeholders readily adapted themselves to this special situation so as to avoid becoming part of a structured health system.This volume notes profound changes in health care around the world in two areas. The stakeholders involved in the health sector are increasing in number and diversifying as a result of the development of the private sector. They are also responding to a process of democratization and decentralization. These developments have been paralleled by greater functional differentiation. Various stakeholders are increasingly specializing in particular areas of the health system: service delivery, procurement, management, financing, and regulation.The interdependence of health stakeholders becomes more evident along with the increased complexity of delivery systems as these respond to changing demand. There is a compelling need to forge relationships. Such relationships are in fact emerging in developed countries and, more recently, in developing countries. They may be informal, but are increasingly organized and structured.
The more one manages employees, the more dependent they become. "Powerful Leadership" addresses this management paradox, distilling seven powerful leadership principles into a natural, powerful, and comprehensive approach to management that can unleash the potential of virtually any employee and simplify work life at the same time.
This book deals sequentially with major impediments to economic growth and their slow dissolution. It is original and quite different from standard economic history, which has always sought for one prime mover of the industrial revolution after another. These supposed positive forces are usually depicted as novel and little reference is made to inertia. Instead the barriers dealt with here run, in the first section, from early misallocations of resources to nineteenth-century reforms which of their nature indicate the problems to be overcome. The second section deals with more physical impediments and shocks, such as floods and settlement fires. These too are ignored in ordinary treatments, which this book will supplement or even replace. It will be of interest to academic economic historians and practitioners of neighbouring subjects such as economists, historians, historical geographers, and of course their students.
How can effective and legitimate governance be ensured where state institutions are weak? This is a key question for domestic and international politics. One answer to this question that has received considerable attention in political science, but also among development agencies and international organizations, is virtuous circles of governance. In such circles, effective and legitimate governance are thought to be mutually reinforcing. The idea is that more effective governance leads to more legitimacy and more legitimacy to more effectiveness in governance. In many parts of the world, however, state institutions are weak and citizens perceive governance as ineffective and governance actors lack legitimacy. This places a large question mark behind the idea of virtuous circles of governance. Effective and Legitimate Governance in Areas of Limited Statehood asks: How likely are virtuous circles of governance to evolve in areas of limited statehood? The central claim of this book is that virtuous circles of governance are possible in areas of limited statehood, but more likely to evolve for external and non-state actors than for the state. The state is often part of the governance problem rather than the solution. Based on a new theoretical model for the interplay between effective and legitimate governance, the study provides in-depth empirical evidence for its argument by drawing on innovative qualitative and quantitative data. The case studies of Sub-Saharan Africa, Nigeria, and Afghanistan underline the key argument by considering state, external, and non-state actors. The book offers conceptual innovations, new empirical evidence, and policy recommendations of how to ensure effective and legitimate governance in areas of limited statehood.
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